Hope Vale Aboriginal Shire
February 2018
Local Disaster Management Plan
Prepared under the provisions of the Disaster Management Act 2003, ss.57 & 58
Hope Vale Local Disaster Management Plan
Foreword
The Australian Constitution provides for the delineation of Commonwealth and State responsibilities. Section 118 of the Constitution Act allows for the recognition of the laws brought down by the States, and sections 51 and 119 allow for the Commonwealth to enact laws regarding national matters, including the protection of the country against invasion. Public safety, both from a law enforcement and disaster management perspective, falls within the ambit of the responsibilities of the States, and accordingly, each State has developed relevant legislation
This document, which has been developed by the Hope Vale Local Disaster Management Group, on behalf of the Hope Vale Aboriginal Shire Council, and approved by Council Resolution at its meeting on 21 February 2018, describes the arrangements required under the Disaster Management Act 2003, outlining the disaster management system and specifying agreed roles and responsibilities. It also describes how the disaster management system works during an event.
The focus of the document is on using an ‘all-hazards’ functional approach, minimising impacts on disaster-affected communities, by ensuring a coordinated effort by all levels of government and non- government entities with responsibilities or capabilities in comprehensive disaster management.
This is a dynamic, risk-based document that will be kept up to date to match changes in legislation, or in the region’s risk profile, and to reflect learnings from disaster events here and elsewhere.
As a community we are unable to prevent a disaster from happening, however, we are able to minimise the adverse effects a disaster has on a community (both economically and socially) through comprehensive planning and preparation and managing effective response and recovery.
______
Mayor Hope Vale Aboriginal Shire Council Chairperson Hope Vale Local Disaster Management Group
Dated: 22 / 02/ 2018
Hope Vale Aboriginal Shire Council acknowledges the assistance of the Queensland and Australian Governments in the facilitation of this project through funding from the Community Development and Recovery Package, Natural Disaster Relief and Recovery Arrangements
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Endorsement
The preparation of this Local Disaster Management Plan has been undertaken in accordance with the Disaster Management Act 2003 (the Act), to provide for effective disaster management in the local government area.
The plan is endorsed for distribution by the Hope Vale Aboriginal Shire Council.
Chief Executive Officer Hope Vale Aboriginal Shire Council
Dated: 22 / 02/ 2018
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Table of Contents
FOREWORD ...... 1
ENDORSEMENT ...... 2
TABLE OF CONTENTS ...... 3
ADMINISTRATION AND GOVERNANCE ...... 8
DOCUMENT CONTROL ...... 8
AMENDMENT REGISTER ...... 8
DISTRIBUTION ...... 8
DEFINITIONS...... 9
ACRONYMS & ABBREVIATIONS ...... 16
THE DISASTER MANAGEMENT STRUCTURE IN QUEENSLAND ...... 19
AUTHORITY TO PLAN ...... 21
PURPOSE OF THE PLAN...... 22
OBJECTIVES ...... 23
STRATEGIC POLICY FRAMEWORK ...... 24
SCOPE ...... 25
DISASTER MANAGEMENT PRIORITIES ...... 26
REVIEW AND RENEW PLAN ...... 27
Review of Local Disaster Management Plan ...... 27
Review of Risk Treatment Strategies ...... 27
Review of Operational and Recovery Sub Plans ...... 27
LOCAL DISASTER MANAGEMENT GROUP ...... 28
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Establishment ...... 28
Membership ...... 28
Meeting Deputies ...... 29
Advisors to the LDMG ...... 29
LDMG Sub-Groups ...... 29
Membership Records ...... 29
Meeting Schedules and Processes ...... 30
TERMS OF REFERENCE ...... 32
DISTRICT DISASTER MANAGEMENT GROUP REPRESENTATIVE ...... 38
REPORTING ...... 39 Agency Status Reports ...... 39 Annual Reports ...... 39
DISASTER RISK ASSESSMENT - COMMUNITY CONTEXT ...... 40
Geography ...... 40
Climate and Weather ...... 40
Population ...... 41 Current Population ...... 41 Projected Population ...... 41 Unemployment Level ...... 41 Internet Access ...... 41 Access to Private Vehicles ...... 41
Building Stock ...... 41
Community Capacity / Preparedness ...... 42
Industry ...... 43
CRITICAL INFRASTRUCTURE ...... 44
Transport (Roads) ...... 44
Transport (Air) ...... 44
Transport (Marine) ...... 44
ESSENTIAL SERVICES ...... 45
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Power ...... 45
Telecommunications ...... 45 Telephone System ...... 45 Television, Broadcast Radio and Internet ...... 45 Broadcast Radio Stations ...... 45 2-Way Radio Communications Systems ...... 45
Water Supply ...... 46
Sewerage ...... 46
Emergency Services ...... 47 Queensland Police Service ...... 47 Queensland Fire and Rescue Service ...... 47 State Emergency Service ...... 47
Medical...... 48 Mortuary Capacity ...... 48
Aged Care Facility ...... 48
Community Service Organisations ...... 48
HAZARDOUS SITES ...... 49
PROPOSED FUTURE DEVELOPMENT ...... 49
NEIGHBOURING RELATIONSHIPS ...... 50
HAZARDS ...... 51
Tropical Cyclones ...... 51
Flooding...... 52
Severe Storms ...... 52
Climate Change...... 52 Impacts of climate change on the Cape York region ...... 52 Temperature extremes ...... 53 Cyclones and sea-level rise ...... 53 Overview of climate projections ...... 55 Response to Climate Change in Hope Vale ...... 56
Wildfire ...... 57
Structural or Industrial Fire ...... 57
Hazardous Materials Events ...... 57
Epidemic / Pandemic ...... 58
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Emergency Animal Disease ...... 59
Emergency Plant Disease ...... 59
Earthquakes ...... 60
Major Infrastructure Failure ...... 60
Major Transportation Event ...... 60
Terrorist Act ...... 61
RISK ASSESSMENT ...... 62
Likelihood Table ...... 63
Consequence Table ...... 63
Qualitative Risk Matrix ...... 64
Risk Register ...... 64
CAPACITY BUILDING ...... 65
Community Awareness ...... 65
Training ...... 66 Chair and Deputy Chair of the LDMG ...... 66 Local Disaster Coordinator ...... 66 LDMG Members ...... 66 Local Disaster Coordination Centre Staff ...... 67 Local Disaster Coordination Centre Liaison Officers ...... 67 Local Recovery Coordinator ...... 67 Certification of Training ...... 67
Exercises ...... 69
POST DISASTER ASSESSMENT ...... 71
Post-Disaster Operational Review ...... 71
Debriefing ...... 71 The Hot Debrief ...... 71 The (Post-Event) Operational Debrief ...... 71
RESPONSE STRATEGY ...... 73
Warning Notification and Dissemination ...... 73
Activation ...... 74
Local Disaster Coordination Centre ...... 75
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CONCEPT OF OPERATIONS FOR RESPONSE ...... 76
Operational Reporting ...... 76
Financial Management ...... 76
Media Management ...... 77
Accessing Support and Allocation of Resources ...... 78
Disaster Declaration ...... 79
Resupply ...... 79
HAZARD SPECIFIC ARRANGEMENTS ...... 80
HAZARD PRIMARY AGENCY STATE AND NATIONAL PLANS ...... 80
RECOVERY STRATEGY ...... 81
LOCAL DISASTER MANAGEMENT SUB PLANS ...... 82
ANNEXES ...... 83
Annex A - Distribution List ...... 83
Annex B - Risk Register ...... 84
Residual Risks ...... 88
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Administration and Governance
Document Control
The Local Disaster Management Plan is a controlled document. The controller of the document is the Hope Vale Aboriginal Shire Council’s Local Disaster Coordinator (LDC). Any proposed amendments to this plan should be forwarded in writing to:
Chief Executive Officer Hope Vale Aboriginal Shire Council 1 Muni Street Hope Vale QLD 4885
The LDC may approve inconsequential amendments to this document. Any changes to the intent of the document must be endorsed by the Local Disaster Management Group and approved by Council.
A copy of each amendment is to be forwarded to those identified in the distribution list. On receipt, the amendment is to be inserted into the document and the Amendment Register updated and signed.
Amendment Register
Amendment Plan Updated Approval No / Ref Inserted by Date Date First draft under the DM Oct 2011 EMQ Oct 2011 Act 2003 Changes made to reflect current practice as 30/10/12 EMQ 20/11/12 outlined in Local Disaster Management Guidelines 2013 Review 10/07/2013 RCM Disaster Management Services Changes made to reflect 14-07-16 QFES 14-07-16 current practice Changes made to reflect 25-01-18 HVLDMG 25-01-18 current practice
Distribution
This plan is distributed in accordance with the distribution list at Annex A.
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Definitions
A person invited to participate in the business of a disaster management Advisor group in an advisory capacity on an as-required basis.
A heightened level of vigilance due to the possibility of an event in the area Alert of responsibility. No action is required however the situation should be monitored by someone capable of assessing the potential of the threat.
The person appointed by the local government as the Chair of the Local Chair Disaster Management Group.
The chief executive of the department, as referred to in the Disaster Chief Executive Management Act 2003, is currently the Director-General of the Department of Community Safety.
A group of people with a commonality of association and generally defined Community by location, shared experience, or function.
The adaptive capacity of its members to respond to and influence the consequences of disasters to continue an acceptable level in functioning and structure Community Resilience (Adapted from the United Nations International Strategy for Disaster Reduction; 2002 and The Community Resilience Manual, Canada, 2000)
The bringing together of organisations to ensure effective disaster management before, during and after an event. It is primarily concerned with systematic acquisition and application of resources (people, material, Coordination equipment, etc) in accordance with priorities set by disaster management groups. Coordination operations horizontally across organisations and agencies.
A facility established at State, district or local level as a centre of Coordination Centre communication and coordination during times of disaster operations.
Deputy Chair The person appointed by the local government as the Deputy Chair of the Local Disaster Management Group.
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A serious disruption in a community, caused by the impact of an event that requires a significant coordinated response by the State and other entities Disaster to help the community to recover from the disruption
(Disaster Management Act 2003).
Disaster District Part of the state prescribed under a regulation as a disaster district.
A person appointed under the Disaster Management Act 2003 who is District Disaster responsible for the coordination of disaster operations in the disaster Coordinator district for the District Disaster Management Group.
The group established under the Disaster Management Act 2003 to District Disaster provide coordinated State government support and resources to Local Management Group Disaster Management Groups.
A plan prepared under the Disaster Management Act 2003 that documents District Disaster planning and resource management to counter the effects of a disaster Management Plan within the disaster district.
Arrangements about managing the potential adverse effects of an event, Disaster Management including, for example, arrangements for mitigating, preventing, preparing for, responding to and recovering a disaster (Disaster Management Act 2003)
Disaster Management The services essential to managing the impacts and consequences of an Functions event.
The taking of preventative measures to reduce the likelihood of an event Disaster Mitigation occurring or, if an event occurs, to reduce the severity of the event
(Disaster Management Act 2003)
Activities undertaken before, during or after an event happens to help reduce loss of human life, illness or injury to humans, property loss or Disaster Operations damage, or damage to the environment, including, for example, activities to mitigate the adverse effects of an event
(Disaster Management Act 2003)
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The taking of preparatory measures to ensure that, if an event occurs, communities, resources and services are able to cope with the effects of Disaster Preparedness the event
(Disaster Management Act 2003)
May be broadly understood as a systematic inquiry, before and after a disaster, into a relevant disaster management problem Disaster Research (COAG, Natural Disasters in Australia: Reforming mitigation, relief and recovery arrangements: 2002)
The taking of appropriate measures to respond to an event, including action taken and measures planned in anticipation of, during, and Disaster Response immediately after an event to ensure that its effects are minimised and that persons affected by the event are given immediate relief and support
(Disaster Management Act 2003)
The ability to provide equipment and a suitable number of persons, using Disaster Response the resources available to the local government, to effectively deal with, or Capability help another entity to deal with, an emergency situation or a disaster in the local government’s area (Disaster Management Act 2003)
Disaster Response The phase of disaster operations that relates to responding to a disaster
Operations (Disaster Management Act 2003)
The taking of appropriate measures to recovery from an event, including action taken to support disaster affected communities in the reconstruction Disaster Recovery of infrastructure, the restoration of emotional, social, economic and physical wellbeing, and the restoration of the environment
(Disaster Management Act 2003)
Disaster Recovery The phase of disaster operations that relates to recovering from a Operations disaster (Disaster Management Act 2003 )
The provision of immediate shelter, life support and human needs of persons affected by, or responding to, an emergency Disaster Relief (COAG, Natural Disasters in Australia: Reforming mitigation, relief and recovery arrangements: 2002)
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The process used to determine risk management priorities by evaluating Disaster Risk and comparing the level of risk against predetermined standards, target Assessment risk levels or other criteria (COAG, Natural Disasters in Australia: Reforming mitigation, relief and recovery arrangements: 2002).
Any of the following: (a) A cyclone, earthquake, flood, storm, storm tide, tornado, tsunami, volcanic eruption or other natural happening; (b) An explosion or fire, a chemical, fuel or oil spill, or a gas leak; (c) An infestation, plague or epidemic; (d) A failure of, or disruption to, an essential service or Event infrastructure; (e) An attack against the Sate; (f) Another event similar to an event mentioned in paragraphs (a) to (e). An event may be natural or caused by human acts or omissions
(Disaster Management Act 2003)
A person appointed to the position of Executive Officer to the District Executive Officer Disaster Management Group by the Commissioner, Queensland Police DDMG Service
Executive Team The Chair, Deputy Chair and Local Disaster Coordinator of a local group
An agency allocated responsibility to prepare for and provide a disaster Functional Lead management function and lead organisations that provide support roles. Agency Local Disaster Management Interim Guidelines – Final Draft August 2011
Guidelines are developed under s63 of the Disaster Management Act 2003 to inform the SDMG, DDMGs and local governments about the preparation Guidelines of disaster management plans, matters to be included in disaster management plans and other appropriate matters about the operation of a DDMG or LDMG.
A source of potential harm, or a situation with a potential to cause loss Hazard (Emergency Management Australia, 2004)
An operational state prior to ‘stand up’ characterised by a heightened level Lean Forward of situational awareness of a disaster event (either current or impending) and a state of operational readiness. Disaster coordination centres are on standby; prepared but not activated.
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A person appointed under the Disaster Management Act 2003 who is Local Disaster responsible for the coordination of disaster operations for the Local Coordinator Disaster Management Group.
The group established under the Disaster Management Act 2003 to Local Disaster manage disaster planning and operations on behalf of the local Management Group government.
Local Disaster A plan that documents arrangements to manage disaster planning and Management Plan operations within the local government area of responsibility.
Addresses performance during and the risks revealed by a disaster event in order to improve future development of mitigation measures. Post- Post-Disaster disaster assessment forms part of continuous improvement of the whole Assessment system
(Adapted from COAG, Natural Disasters in Australia: Reforming mitigation, relief and recovery arrangements: 2002)
An agency allocated responsibility to prepare for and respond to a specific Primary Agency hazard based on their legislated and/or technical capability and authority.
Queensland Disaster Whole-of-government arrangements to ensure the collaborative and Management effective coordination of planning, services, information and resources for Arrangements comprehensive disaster management
The taking of preventative measures to recover from an event, including action taken to support disaster-affected communities in the reconstruction Recovery of infrastructure, the restoration of emotional, social, economic and physical wellbeing, and the restoration of the environment
(Disaster Management Act 2003)
The provision of immediate shelter, life support and human needs of Relief persons affected by, or responding to, an emergency.
(EMA: Australian Emergency Management Glossary)
The risk remaining after risk treatment. Residual risk can contain Residual Risk unidentified risk. Residual risk can also be known as ‘retained risk’
(AS/NZS ISO 31000:2009 Risk Management – Principles and guidelines)
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The effect of uncertainty on objectives Risk (ISO Guide 73:2009 Risk management – Vocabulary)
The process of finding, recognising and describing risks Risk Identification (ISO Guide 73:2009 Risk management – Vocabulary)
The systematic application of management policies, procedures and Risk Management practices to the tasks of identifying, analysing, evaluating, treating and monitoring risk (Australian Emergency Management Glossary)
The systematic application of management policies, procedures and Risk Management practices to the activities of communicating, consulting, establishing the Process context, and identifying, analysing, evaluating, treating, monitoring and reviewing risk (ISO Guide 73:2009 Risk management - Vocabulary)
Risk treatments that deal with negative consequences Risk Reduction (ISO Guide 73:2009 Risk management – Vocabulary)
A listing of risk statements describing sources of risk and elements at risk Risk Register with assigned consequences, likelihoods and levels of risk.
A process to modify risk. Risk treatment can involve avoiding the risk by deciding not to start or continue with the activity that gives rise to the risk; taking or increasing the risk in order to pursue an opportunity; removing Risk Treatment the risk source; changing the likelihood; changing the consequences; sharing the risk with another party or parties; and retaining the risk by informed decision (ISO Guide 73:2009 Risk management – Vocabulary)
Serious disruption means: a. loss of human life, or illness or injury to humans; Serious Disruption b. widespread or severe property loss or damage; or c. widespread or severe damage to the environment
(Disaster Management Act 2003)
Transition from responding to an event back to normal core business Stand Down and/or recovery operations. There is no longer a requirement to respond to the event and the threat is no longer present.
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The operational state following ‘lean forward’ whereby resources are Stand Up mobilised, personnel are activated and operational activities commenced. Disaster coordination centres are activated.
A person appointed under the Disaster Management Act 2003 who is State Disaster responsible for the coordination of disaster response operations for the Coordinator State Disaster Management Group.
A planning tool for disaster managers which provides an overview of State Disaster Queensland’s disaster management arrangements, including agency roles Management Plan and responsibilities.
A person appointed under the Disaster Management Act 2003 who is State Recovery responsible for the coordination of disaster recovery operations for the Coordinator State Disaster Management Group.
The conditions determined by physical, social, economic and Vulnerability environmental factors or processes, which increase the susceptibility of a community to the impact
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Acronyms & Abbreviations
BoM Bureau of Meteorology
DCS Department of Community Safety
DDC District Disaster Coordinator
DDCC District Disaster Coordination Centre
DDMG District Disaster Management Group
DM Disaster Management
HazMat Hazardous materials (in the context of emergency response)
HVASC Hope Vale Aboriginal Shire Council
LDC Local Disaster Coordinator
LDCC Local Disaster Coordination Centre
LDMG Local Disaster Management Group
LDMP Local Disaster Management Plan
LRC Local Recovery Coordinator
LRG Local Recovery Group
NDRP Natural Disaster Resilience Program
PPRR Prevention, preparedness, response and recovery
QAS Queensland Ambulance Service
QFES Queensland Fire and Emergency Services
QFRS (RFS) Queensland Fire and Rescue Service Rural Division
QPS Queensland Police Service
QDMA Queensland Disaster Management Arrangements
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RIBS Remote Indigenous Broadcasting Services
SDCC State Disaster Coordination Centre
SES State Emergency Service
SITREP Situation report
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The Disaster Management Structure in Queensland
The Disaster Management Act 2003 (the Act) provides the legislative basis for the Queensland Disaster Management Arrangements (QDMA) including:
Establishment of disaster management groups for the State, disaster districts and local government areas;
Detailing planning requirements at each level;
Maintaining the role and operations of the State Emergency Service (SES) and establishment of Emergency Service Units; and
The conferring of powers on selected individuals and groups.
Queensland‘s whole-of-government disaster management arrangements are based upon partnerships between government, government owned corporations, non-government organisations, commerce and industry sectors, and the local community. These arrangements recognise each level of the QDMA must work collaboratively to ensure the effective coordination of planning, services, information and resources necessary for comprehensive disaster management. The QDMA is based on a four- tiered system, incorporating the three levels of government (Australian, State and Local), with an additional State government tier known as disaster districts.
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The principal structures comprising the Queensland Disaster Management Arrangements are:
Local, District and State disaster management groups, responsible for the planning, organisation, coordination and implementation of all measures to mitigate, prevent, prepare for, respond to and recover from disasters.
Local, district and State coordination centres to support disaster management groups in coordinating information, resources and services necessary for disaster operations.
State government functional lead agencies through which the disaster management functions and responsibilities of the State are managed and coordinated.
State government hazard-specific primary agencies responsible for the preparation of plans for, and management of, specific hazards.
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Authority to Plan
This Plan has been developed by the Hope Vale Local Disaster Management Group, appointed by and on behalf of the Hope Vale Aboriginal Shire Council.
This plan details the arrangements within the Hope Vale Aboriginal Shire Council area to plan and coordinate capability in disaster management and disaster operations.
This Plan has been prepared under the provisions of s. 57 of the Act, which states:.
“......
(1) A local government must prepare a plan (a local disaster management plan) for disaster management in the local government’s area.
(2) The plan must include provision for the following—
(a) the State group’s strategic policy framework for disaster management for the State, and the local government’s policies for disaster management;
(b) the roles and responsibilities of entities involved in disaster operations and disaster management in the area;
(c) the coordination of disaster operations and activities relating to disaster management performed by the entities mentioned in paragraph (b);
(d) events that are likely to happen in the area;
(e) strategies and priorities for disaster management for the area;
(f) the matters stated in the disaster management guidelines as matters to be included in the plan;
(g) other matters about disaster management in the area the local government considers appropriate.”
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Purpose of the Plan
The purpose of the Hope Vale Local Disaster Management Plan is to:
. Ensure the safety and sustainability of the local community
. Reduce or eliminate risk to the community and community infrastructure
. Inform disaster management responses at the District and State levels
. Be consistent with best practice disaster management issues
. Promote effective liaison between the Council and other agencies involved in disaster management
. Ensure compliance with the Disaster Management Act 2003.
NB It is important that all agencies understand that there are major differences between ‘Incident Management’ and ‘Disaster Management’.
Incidents can be managed via the emergency services or other agencies, employing resources normally available to them. This includes traffic accidents, missing persons, etc. Incidents do not usually cause major community disruption.
Disasters require a coordinated multi-agency, multi-jurisdictional response, and usually result in some sort of community dislocation or severe disruption.
Incident Management Disaster Management
. Single site response . Multi-site response . Minor off-site co-ordination . Major off-site co-ordination . Single agency responsibility . Multi agency responsibility . Resources available . Multi-faceted problems . Support available . External resources required . Support agencies practiced . External support required . Day to day business . Government Dept involvement . Core function . Community affected . Short term effects . Long term effects
This document does not address Incident Management.
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Objectives
The objective of the Local Disaster Management Plan is to facilitate the implementation of effective and efficient disaster management strategies and arrangements including:
The development, review and assessment of effective disaster management for the local government area, including arrangements for mitigating, preventing, preparing for, responding to and recovering from a disaster
Compliance with the State Disaster Management Group’s (SDMG) Strategic Policy Framework; the State Disaster Management Plan; the Local Disaster Management Guidelines, and any other Guidelines relevant to local level disaster management and disaster operations;
The development, implementation and monitoring of priorities for disaster management for the local government area.
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Strategic Policy Framework
Disaster management and disaster operations in Hope Vale are consistent with the Disaster Management Strategic Policy Framework. This is achieved by:
ensuring a comprehensive, all hazards, all agencies approach by achieving the right balance of prevention, preparedness, response and recovery
supporting the mainstreaming of disaster preparedness and mitigation into relevant areas of activity of government, non-government, small business and corporations
aligning disaster risk reduction, disaster mitigation, disaster resilience and climate change adaptation policy and actions with international and national reforms
promoting a transparent, systematic and consistent approach to disaster risk assessment and management, based on the Australian/New Zealand Standard AS/NZS ISO 31000:2009 Risk management – Principles and guidelines
recognising the commitment of stakeholders and the need for collaboration across all levels of government, community, industry, commerce, government owned corporations, private and volunteer organisations, and local communities in all aspects of disaster management
emphasising building and maintaining sincere relationships, trust, teamwork, consultative decision-making and shared responsibilities among stakeholders promoting community resilience and economic sustainability through disaster risk reduction.
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Scope
This plan details the arrangements necessary to comply with the Hope Vale Aboriginal Shire Council’s legislated responsibility to undertake disaster management in their local government area..
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Disaster Management Priorities
Disaster management priorities for the Hope Vale Aboriginal Shire Council will ensure compliance with the disaster management legislation and will provide a sound legal grounding for disaster management in Hope Vale:
The Hope Vale Aboriginal Shire Council Corporate Plan 2014 - 2019 addresses disaster management in the following terms:
CORPORATE GOAL 1 – COMMUNITY AND LIFESTYLE
Strategy: Support the community and SES in emergency planning, preparedness, response, and recovery.
CORPORATE GOAL 5 - ORGANISATIONAL EXCELLENCE AND GOVERNANCE
Strategy: Develop and maintain risk management policies and procedures.
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Review and Renew Plan
S. 59 of the Act allows Council to review or renew the plan as appropriate, but requires that the Plan be assessed for effectiveness on an annual basis.
Review of Local Disaster Management Plan
The Local Disaster Management Plan should be reviewed by a working group from the Local Disaster Management Group as follows:
June Working group reviews and amends (as required) the main plan
August Draft plan submitted to full Local Disaster Management Group for acceptance or amendment
September Reviewed plan submitted to Council for approval as required
October Update plan submitted (as required) to District Disaster Management Group for endorsement
Review of Risk Treatment Strategies
The risk treatment strategies should be reviewed on a regular basis, preferably prior to the annual budgetary determinations by Council in relation to its annual Operation Plan.
Review of Operational and Recovery Sub Plans
The Disaster Management Operational and Recovery Sub-Plans should be reviewed by LDMG working groups as follows:
April-July Working groups review and amend (as required) the supporting plans
September Draft amended plans submitted to full Local Disaster Management Group for acceptance or further amendment
N.B. If at any time during the year, it becomes apparent that an urgent amendment to or review of the planning documentation is required for operational effectiveness, then such review or amendment must be implemented expeditiously.
The Plan should also be reviewed as a result of any changes in legislation, guidelines or policy, and as a result of any changes recommended subsequent to the annual District Assessment..
The master contact list for all organisations/persons involved in the Council’s disaster management arrangements should be updated at each LDMG meeting and will be held by the Local Disaster Coordinator.
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Local Disaster Management Group
Establishment
The Hope Vale Local Disaster Management Group (the LDMG) is established in accordance with s. 29 of the Act.
Membership
Hope Vale Aboriginal Shire Council has appointed the following Executive and Core Members of the Local Disaster Management Group, in accordance with sections 33 & 34 of the Act
LDMG Executive Membership Hope Vale Aboriginal Shire Council Chair, LDMG - Mayor Hope Vale Aboriginal Shire Council Deputy Chair, LDMG - Councillor Hope Vale Aboriginal Shire Council Local Disaster Coordinator (LDC) - CEO
(It is the view of Council that the LDC appointee has the necessary experience or expertise to perform the function. The appointee has the authority and necessary delegations within Council to perform the role effectively.)
LDMG Membership Operations Manager Hope Vale Aboriginal Shire Council Director of Social Services Hope Vale Aboriginal Shire Council Environmental Health Worker Hope Vale Aboriginal Shire Council Officer in Charge Queensland Police Service Senior Health Worker Queensland Health
Emergency Management Coordinator Queensland Fire and Emergency Services First Officer – Rural Queensland Fire and Rescue Service Local Controller State Emergency Service Parks and Gardens Supervisor Hope Vale Aboriginal Shire Council Representative Hopevale Congress Aboriginal Corporation
(It is the view of Council and their respective parent agencies that the members of the LDMG have the necessary experience or expertise to perform the function, and have the authority and necessary delegations within their organisations to perform the role effectively.)
Secretariat Personal Assistant to Council & CEO Hope Vale Aboriginal Shire Council
Advisory Members The LDMG may invite participants from a range of entities, such as industry and community organisations to participate in the business of the group in an advisory capacity, as required, on a casual or ongoing basis.
Whilst advisor input is considered by members in their decision making, meeting resolutions will only be carried by member consensus and advisors will not be included in the calculation of a quorum.
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Meeting Deputies
S. 40A of the Act provides for Meeting deputies for particular members
(1) A member of a disaster management group may, with the approval of the chairperson of the group, appoint by signed notice another person as his or her deputy.
(2) The deputy may attend a group meeting in the member’s absence and exercise the member’s functions and powers under this Act at the meeting.
(3) A deputy attending a group meeting is to be counted in deciding if there is a quorum for the meeting.
Advisors to the LDMG
The LDMG may invite participants from a range of entities, such as industry and community organisations to participate in the business of the group in an advisory capacity, as required.
It is suggested the list of LDMG advisors is regularly reviewed to reflect current disaster management arrangements for the local government area. Whilst advisor input is considered by members in their decision making, meeting resolutions will only be carried by member consensus and advisors will not be included in the calculation of a quorum.
Where it is important that an advisor has full voting rights, the LDMG should consider whether to appoint the person as a member under s. 33 of the Act.
It is recommended that contact details for advisors are maintained, updated and treated the same as member details in order to be prepared for operational and post-operational activities.
LDMG Sub-Groups
LDMGs may have cause to create sub-groups, whether permanent or temporary, to assist the group with its business. Examples of this may be a Local Recovery Group, an evacuation project team, a cyclone shelter operations management group or a sub-group formed to deal with a particular issue relating to that local government area.
In these circumstances, the creation of a sub-group must be passed as a LDMG meeting resolution. Terms of Reference should be established to give clear guidance on the establishment, role and function, required outcomes and conduct of business of the sub-group. All sub-groups should be required to provide the LDMG with regular updates at LDMG meetings.
It should also be noted that any decisions made or actions taken by or on behalf of these sub-groups should be endorsed by the LDMG during normal business, or during disaster operations by the LDMG or LDC, to ensure the validity of decisions under the Act.
Membership Records
Each LDMG is required to maintain a register of its current members and advisors for reference during both general business and operational periods. As a minimum, details should consist of:
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full name; designated position title; department/organisation or agency name; work address; business and after hours telephone numbers (both landline and mobile); and email address.
Templates to collect and store LDMG member contact details, for agencies to advise the LDMG of a change to their member details and to develop a membership register are available on the DM Portal.
Membership records must be collected, stored and disposed of in accordance with the Information Privacy Principles contained in Schedule 3 of the Information Privacy Act 2009.
When the LDMG member register is altered, an updated copy should be provided to the relevant DDC. If the alteration relates to a member of the Executive Team of the LDMG, it is also important that the SDCC is advised to maintain currency of contact details in case of a disaster event.
Meeting Schedules and Processes
In accordance with s. 38 of the Act, the LDMG may conduct its business, including its meetings, in a way it considers appropriate.
The Act prescribes the following requirements with regards to the conduct of meetings:
Meetings must be held at least once every six months at times and places decided by the Chairperson (s. 39). Additional meetings may be held as required, but must be held if asked for in writing by at least one-half of LDMG members, or by the DDC.
A quorum is required for meeting resolutions to be officiated (s. 40) equal to one-half of LDMG members plus one, or when one-half is not a whole number, the next highest whole number. An appointed deputy attending a meeting on behalf of a LDMG member is to be counted in the quorum (s. 40A). A template for recording attendance at LDMG meetings is available on the DM Portal.
The Chairperson or Deputy Chairperson is to preside at meeting (s. 41). If both are absent the Chairperson or Deputy Chairperson may appoint another member of the group to preside. If both offices are vacant the group will choose a member to preside.
Meetings may be held, or members may take part using any technology that reasonably allows them to hear and take part in discussions (s. 42). Members participating through these means are taken to be present at the meeting.
Resolutions may be passed at meetings, however are also considered valid if a majority of members give written agreement and notice of the resolution is given under the group’s approved procedures (s. 42).
Minutes of meetings must be kept (s. 43).
A variety of templates to assist LDMGs to manage business and meetings are available on the DM Portal.
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Attendance If a member, or their appointed Deputy, continually does not attend LDMG meetings it is suggested that the LDMG Executive Team meet with the member to discuss the ongoing non-attendance at LDMG meetings. A formal record of LDMG member attendance should be maintained and this can be used to monitor member attendance across meetings.
A template to monitor progressive meeting attendance is available on the DM Portal.
Meeting Minutes The LDMG meeting minutes should provide a summary of key discussion points and resolutions and may be subject to public scrutiny under the Right to Information Act 2009. It should be noted in the minutes whether or not a quorum was established at the meeting. The meeting attendance sheet should then be attached to the back as an accurate account of who attended the meeting and whether the meeting had a quorum, thus making any resolutions or decisions valid.
An example of a LDMG meeting Minutes template is available on the DM Portal.
Flying minute A flying minute may be used to progress business of an urgent nature in the instance where convening a meeting of the LDMG is not practicable. The passing of resolutions via flying minute is allowed under s. 42 of the Act if a majority of members provide written agreement.
Templates for LDMG flying minute, LDMG briefing paper and LDMG agenda are available on the DM Portal.
Resolution statement In addition to meeting minutes, the LDMG Secretariat should produce a resolution statement to provide a running log of actions undertaken and an audit trail through to the acquittal of those resolutions. Once acquitted the resolution should be recorded on a resolution register.
An example of a LDMG Resolution Statement is available on the DM Portal.
Resolutions register For governance purposes, a register detailing each resolution passed by the LDMG and details of actions undertaken to acquit the resolution should be kept. This provides an easy reference document and a historical record of past LDMG resolutions.
An example of a LDMG Resolutions Register is available on the DM Portal.
Letterhead/Logo As LDMG business is conducted on behalf of the relevant local government or combined local governments, the relevant local government/s letterhead and logos should be used for all LDMG business.
Records Maintenance When managing LDMG records, the LDMG must comply with the requirements of the Public Records Act 2002 and records may be subjected to public scrutiny under the Right to Information Act 2009.
The Queensland State Archives General Retention and Disposal Schedule for Administrative Records outlines the requirements for retaining documents in accordance with the Public Records Act 2002. The Schedule and further information for LDMGs, including managing records during disaster events, can be obtained at www.archives.qld.gov.au in the section “Recordkeeping for Government”.
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Terms of Reference
Aim: To outline the extent of Council’s responsibility for and commitment to managing disaster events in the local government area.
The Hope Vale Local Disaster Management Group has the following functions for its area:
[Disaster Management Act s.30(1)]
. To ensure that disaster management and disaster operations in the area are consistent with the State group’s strategic policy framework for disaster management for the State;
. To develop effective disaster management, and regularly review and assess the disaster management;
. To help the local government for its area to prepare a local disaster management plan;
. To identify, and provide advice to the relevant district group about, support services required by the local group to facilitate disaster management and disaster operations in the area;
. To ensure the community is aware of ways of mitigating the adverse effects of an event, and preparing for, responding to and recovering from a disaster;
. To manage disaster operations in the area under policies and procedures decided by the State group;
. To provide reports and make recommendations to the relevant district group about matters relating to disaster operations;
. To identify, and coordinate the use of, resources that may be used for disaster operations in the area;
. To establish and review communications systems in the group, and with the relevant district group and other local groups in the disaster district of the relevant district group, for use when a disaster happens;
. To ensure information about a disaster in the area is promptly given to the relevant district group;
. To perform other functions given to the group under this Act;
. To perform a function incidental to a function mentioned above.
A Native Title determination has conveyed the land outside the Hope Vale Township to a number of individual clans, which are represented by the Hope Vale Congress Aboriginal Corporation. Native Title is extinguished in the township of Hope Vale. The Native Title determination does not impact on the valid operation of local government functions of Hopevale Aboriginal Council, which includes the disaster management arrangements.
This Plan details the disaster management arrangements for all of the Hope Vale Aboriginal Shire Council area.
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Roles and Responsibilities - LDMG Members
ALL members of the LDMG have the following common roles and responsibilities:
. Attend LDMG activities with a full knowledge of their agency resources and services and the expectations of their agency;
. Are available and appropriately briefed to actively participate in LDMG activities to ensure that plans, projects and operations use the full potential of their agency or function, while recognising any limitations;
. Are appropriately positioned within their agency to be able to commit agency resources to LDMG normal business activities; and
. Have a deputy who is appropriately trained to take on their responsibilities should they be unavailable or to provide additional support during extended operations.
The Disaster Management Executive have specific responsibilities:
LDMG Position Individual Responsibilities Is responsible for presiding at all meetings of the Local Disaster Management Group (LDMG) unless absent.
Activation of the LDMG as required.
Activation of the Local Disaster Co-ordination Centre (LDCC).
Manage and coordinate the business of the group; Chairperson Ensure, as far as practicable, that the group performs its functions; and
Report regularly to the relevant district group and the Chief Executive QFES about the performance by the group of its functions.
DMA s.34A
Preside at LDMG meetings if the Chairperson is absent from the Deputy Chairperson meeting
Is responsible for maintaining the operational readiness of the LDMG/ Local Disaster Coordinator LDCC.
Is responsible for providing trained staff to operate the LDCC.
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Is responsible for the overall management of the LDCC during operations unless absent.
Is responsible for advising the Chairperson and the LDMG on disaster related matters, both during disaster activations and during normal times unless absent.
Responsible for reporting to the DDMG both during disaster activations and during normal times unless absent
DMA s. 36
Organisation Organisational Responsibilities (Local Level)
To ensure it has a disaster response capability;
To approve its local disaster management plan
To ensure information about an event or a disaster in its area is promptly given to the district disaster coordinator for the disaster district in which its area is situated; DMA s.80
Maintenance of the Local Government function (via Local Government Business Continuity Contingency Planning)
Maintenance of normal Local Government services to the community: Hope Vale Aboriginal Shire Council Maintenance of roads
Refuse disposal
Public health
Animal control
Environmental protection
Airport operations
Development and maintenance of fire breaks as appropriate
Dissemination of disaster-related information to the community, including information about the National Registration Inquiry System
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as part of their community education.
Development of the comprehensive Local Disaster Management Planning strategies
Design and maintenance of a public education/awareness program
Design, maintenance and operation of a Local Disaster Coordination Centre, including the training of sufficient personnel to operate the Local Disaster Centre Management Group Coordination of support to response agencies
Reconnaissance and impact assessment
Provision of public information prior to, during and following disaster event impacts
Recommendations re areas to be considered for directed evacuation
Public advice re voluntary evacuation.
Identification, resourcing, staffing and operation of Evacuation Centre(s)
Provision of locally based community support services
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Local Disaster Management Group Identification, resourcing, staffing and operation of Evacuation Centre (cont.)
Functional lead agency for warnings Prepare guidelines on behalf of the QDMC as per s 63 of the Act Establish and maintain arrangements between the state and Commonwealth about matters relating to effective disaster management Ensure that disaster management and disaster operations in the State are consistent with the State group’s strategic policy framework; the State Disaster Management Plan, the disaster management standards and the disaster management guidelines Ensure that persons performing functions under the Act in relation to disaster operations are appropriately trained Provide advice and support to the State group and local and district groups in relation to disaster management and disaster operations Planning and Logistics functions of the SDCC Provide situational monitoring of events and incidents across the State via the SDCC Watchdesk Primary agency for bushfire response Primary agency for chemical / hazmat related incidents Queensland Fire and Provide control, management and pre-incident planning of fires Emergency Service (structural, landscape and transportation) Provide rescue capability for persons trapped in any vehicle, vessel, by height or in confined space Rescue of persons isolated or entrapped in swift-water / floodwater events Provide advice, chemical analysis and atmospheric monitoring at chemical / hazmat incidents Provide mass and technical decontamination capabilities under State Biological Disaster and State Radiological Disaster response Provide Urban Search and Rescue (USAR) capability for building collapse events Support the Queensland Hazardous Materials Incident Recovery Plan Support the Queensland Coastal Contingency Action Plan – Chemical Spill Response Plan (a supporting plan of the National Marine Chemical Spill Contingency Plan, and National Marine Oil Spill Contingency Plan) Provide impact assessment, and intelligence gathering capabilities Perform the following responsibilities in support of disaster
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operations: Ensure the availability, maintenance and operation of the SDCC which includes the following: The operation of the Intelligence, Logistics, Operations, Planning and Aviation Capabilities Coordinate emergency supply Coordinate resupply operations Coordinate and implement the logistics support framework Coordinate, support and manage the deployment of SES resources (as required, in consultation with local government, appoint a suitably experienced and/or qualified officer as SES Coordinator to support the coordination of SES operations
Assessment, treatment and transportation of injured persons. Assistance with evacuation (for medical emergencies). Provision of advice regarding medical special needs sectors of the community. Co-ordination of medical resources. Queensland Health Public health advice and warnings to participating agencies and the community. Coordination of psychological and counselling services for disaster affected persons. Ongoing medical and health services required during the recovery period to preserve the general health of the community.
Preservation of peace and good order. Queensland Police Prevention of crime. Service Security of any site as a possible crime scene. Investigation of the criminal aspect of any event. Coronial investigation procedures.
Traffic control, including assistance with road closures and
maintenance of road blocks.
Crowd management/public safety. Coordination of search and rescue (See State Rescue Policy). Security of evacuated areas.
Maintenance of electrical power supply Advice in relation to electrical power Ergon Energy Restoration of power Safety advice for consumers
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District Disaster Management Group Representative
Section 24 of the Act requires the local government to nominate a representative to the District Disaster Management Group and advise the Executive Officer of the State and District Groups of the appointment. The Mayor, Hope Vale Aboriginal Shire Council has been appointed to this position.
The role of Council’s representative on the DDMG is to:
(a) Attend meetings of the DDMG
(b) Assist the chairperson to coordinate the prevention, preparation, response and recovery activities associated with the disaster event at the district level
(c) Commit the Council’s resources, as required, in support of efforts to combat the disaster event.
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Reporting
Agency Status Reports
Written member status reports on behalf of member agencies are used to update other LDMG members on the status of the member agency’s disaster management initiatives, projects, training, community awareness, disaster management plans, operations or contact information.
This information assists the LDMG to evaluate the status of the disaster management and disaster operations for the local government area. Member status reports are provided at LDMG meetings by exception
Disaster Management Status Report to the DDMG
Prior to each meeting of the Cairns DDMG a Disaster Management Status Report as set out in Local Disaster Management Group Guidelines shall be submitted to the Executive Officer of the Cairns District Disaster Management Group and the Emergency Management Coordinator – QFES . The Council representative to the DDMG will present a Disaster Management Status Report at each meeting of the DDMG.
The Local Disaster Coordinator is responsible for the development of the report.
Annual Reports
The LDMG is required to complete a status report at the end of each financial year and provide the completed report to the District Disaster Coordinator, Cairns Disaster District The report will be furnished in the format and at the time stipulated by the DDC.
This report will also be furnished to Council as an Annual Report of the activities of the Local Disaster Management Group.
The Local Disaster Coordinator is responsible for the development of the report.
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Disaster Risk Assessment - Community Context
Geography
Hope Vale Aboriginal Shire is a small, relatively remote community, north of Cooktown, on the eastern coast of Cape York Peninsula.
The Shire, which is surrounded by the Cook Shire, encompasses an area of 1100 square kilometres, and has a Coral Sea coastline of approximately 110 km. Hopevale township lies 17 km inland, approximately 45 km northwest of Cooktown via the Endeavour Valley Road, and approximately 370 km north-northwest of Cairns, via the Kennedy and Mulligan Highways.
Climate and Weather
Hope Vale has a tropical climate with hot, moist summers and warm, dry winters. Rainfall is highly seasonal, with most rain occurring during the period December to March.
The following Bureau of Meteorology (BOM) data was recorded at Cooktown Airport, the closest permanent weather station, some 18 kilometres from Hope Vale, and is indicative of the local conditions in Hope Vale:
Statistics Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Annual Years Temperature Mean maximum 32.0 31.5 30.6 29.5 28.0 26.6 26.3 27.0 28.7 30.2 31.6 32.1 29.5
temperature (°C) Highest temperature 39.6 38.3 38.7 35.2 32.7 30.8 31.9 33.0 38.3 35.5 41.5 41.2 41.5 1942 - 2002 Mean minimum 24.1 23.9 23.5 22.7 20.6 18.7 17.8 18.4 20.2 22.3 23.3 24.0 21.6
temperature (°C) Lowest temperature 19.4 17.4 14.0 14.8 10.3 7.3 8.0 8.5 10.7 15.0 17.2 17.8 7.3 Rainfall
Mean rainfall (mm) 306.5 362.2 380.7 168.8 58.5 32.4 30.3 21.1 16.3 25.7 77.2 197.9 1683.4 1942 - 2013
BOM data indicates that record monthly rainfall was recorded in Hope Vale during March 2006, at the time of TC Larry, when 1261.4 mm of rain fell in the month, eclipsing the 1973 record of 1088.7 mm.
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Population Based on information from the Office of Economic and Statistical Research, Queensland Treasury – Queensland Regional Profiles
Current Population At the 2011 Census, the estimated resident population of Hope Vale Aboriginal Shire Council Local Government Area is 1071 persons. 28.7% of persons in the region were aged 0 to 14 years, 54.5% were aged 15 to 64 years and 2.5% were aged 65 years and over. 94.1 per cent of the population is of Aboriginal or Torres Strait Islander origin.
Projected Population The population is projected to increase by an average annual growth rate of 0.4 per cent over the 20 year period between 2011 and 2031. Hope Vale Aboriginal Shire's population in 2031 is projected to be 939 persons.
Unemployment Level (Information from Queensland Treasure (Office of Economic & Statistical Research) The number of unemployed persons aged 15 years and over in Hope Vale in the September quarter 2012 was 102. This represented an unemployment rate of 19.8%.
Internet Access At the 2011 census, 38.2% of people in Hope Vale were identified as having a home internet connection.
Access to Private Vehicles At the 2011 census, approximately 34.8% of residential properties in Hope Vale were identified as not having a motor vehicle.
Building Stock
At the time of the 2011 Census there were 226 occupied private dwellings counted in Hope Vale, with 96.1% being rented properties. The buildings are owned by Council, but rented and maintained by the Department of Housing.
The majority of buildings in Hope Vale are low-set, masonry/concrete construction with iron roofing. A significant percentage of the building stock is over 30 years old and was constructed prior to the introduction of improved wind-rated building codes. Light industry facilities where they exist usually have steel frames and iron roofing and cladding.
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Community Capacity / Preparedness
Council and the various member agencies of the Local Disaster Management Group provide community awareness information in relation to potential hazards and how the community and individuals should respond.
Hope Vale Aboriginal Shire Council is the major employer in the region, but has limited resources and personnel to contribute considerably to the response demands of any disastrous event.
There is a limited emergency services response capacity, commensurate with the remote environment. This includes Queensland Police Service, Queensland Fire & Rescue Service, (Rural Fires volunteers), and State Emergency Service volunteers.
Normal emergency services support systems are available from external areas to supplement local resources, but because of isolation by impassable roads in the wet season, assistance will often be limited to what can be supplied via aerial transportation.
The relatively limited medical facilities and response capacity would require urgent external assistance for any serious multi-casualty events, such as a major transportation incident.
Significant external assistance would also be required to assist in the facilitation of the community’s recovery from a major event.
In disastrous or catastrophic circumstances, there is the potential for those members of the community who have a disaster or emergency response role to be themselves impacted by the event, rendering them unable to perform their allocated role. In these circumstances, outside response assistance will be required from the disaster management system, and that assistance will be obtained as per the graphic on page 76 of this document.
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Industry
Most employed people in the area work for the Council.
There is a significant silica mining operation at Cape Flattery, which employs some local people, but most of the workforce is fly in fly out.
There are few private businesses and few industries - there is a banana farm, some indigenous specialist art and craft activity, some tourism ventures (camping ground, etc), retail premises and more recently a local residential building program, employing local residents in the building of new homes in Hope Vale.
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Critical Infrastructure
Transport (Roads)
Most of the roads within the residential part of the community are sealed. The Endeavour River Road Road, the road to Cooktown is mostly sealed, but has some unsealed sections. Improvements have been made to this road enabling greater access to Cooktown from Hope Vale during extreme weather events, but the road is still subject to some flooding and closures during the wet season.
This becomes a major issue should the community be impacted by a major event such as a tropical cyclone, resulting in significant damage to the community. Access to external assistance would then be restricted to what can be brought into the community via air to a dirt airstrip.
Transport (Air)
The Hope Vale Aboriginal Shire Council owns and operates an unsealed airstrip in the town precinct in Hope vale. This airstrip is suitable for helicopters and light aircraft only.
The airport is located at 15 17.58 S 145 06.51 E, and has a single runway, measuring 920 x 60 m. There is no fuel available at the airport.
Hope Vale Airport is not registered or certified by the Civil Aviation Safety Authority, but a report is currently being compiled in an effort to have the facility upgraded to meet CASA standards for registration.
There is no Aerodrome Emergency Plan.
Transport (Marine)
There is a deep water port facility at the silica mining facility at Cape Flattery, which is used exclusively by the mining company.
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Essential Services
Power
Hope Vale is connected to the Queensland state electricity grid, via the Atherton Tablelands transmission system consists of a 66 kV sub-transmission network, through a single circuit 132 kV line to the Lakeland 132/66/22 kV substation which supplies the Cooktown area.
Individual residential power supply is accessed through the use of pre-paid electricity meter cards.
Telecommunications
Telephone System
There is an efficient landline telephone system, but even with recent improvements in mobile telephony systems, coverage in the region is very limited.
Council has limited satellite telephone capacity.
Television, Broadcast Radio and Internet
The area has limited coverage by broadcast radio, via ABC and commercial providers. The area is reasonably well served by free to air broadcast television, and subscription satellite television is becoming more popular.
ADSL internet connection is available, with wireless service restricted to the limited areas covered by the 3G mobile telephone network.
Broadcast Radio Stations
A Queensland Remote Aboriginal Media owned local radio station is operated on frequency FM 107.7 from studios in Hope Vale. Remote Indigenous Broadcasting Services (RIBS) funding provides the equipment, periodic maintenance and remote support for technical issues.
2-Way Radio Communications Systems
The area has a limited radio communication capacity. Council does not employ a local two-way radio system, but Queensland Police Service have efficient coverage over the whole area. The Primary Health Care Centre is equipped with video conferencing facilities.
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Water Supply
The water supply for the township of Hopevale is provided from the eastern bore fields, which encompass a series of four bores on Beach Road and Tea Tree Road. The water is treated and pumped to twin high level reservoirs in the town area, from where it is gravity fed to town consumers. There is a backup supply via three bores in the town bore field.
The water treatment and reticulation system is entirely dependent upon electrical power for its operation. If there is a loss of power with full reservoirs, the supply would last for approximately two days.
Sewerage
The majority of the Hope Vale township community is sewered, with only a small number of adjacent farms employing biocycle sewage systems.
The treatment plant has a back-up generator, which operates the pumping stations and the aerators.
There is no formalised sewerage system in areas outside the township.
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Emergency Services
Queensland Police Service QPS provide a full-time permanent staff of four personnel. Given leave provisions, etc it could reasonably be expected that 2 officers would be in the community at any given time.
Queensland Fire and Rescue Service There is a notional unit of the volunteer Rural Fire Service in Hope Vale, with 17 registered members, but information from the Area Training and Support Office of the Queensland Fire and Emergency – Rural Fire indicates the unit is currently being revitalised, following a period of inactivity.
State Emergency Service There is a small unit of the State Emergency Service within the community.
Numbers are limited in all emergency services, both permanent and volunteer, as is the norm for remote areas, and would need to be supplemented expeditiously in the event of a major incident or disaster occurring in the area.
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Medical
Hope Vale Primary Health Care Centre
Centre Accident & Emergency Environmental Health & Disease Control Services Child & Adolescent Health Mental Health Chronic Disease Sexual Health Emergency On Call after hours Women's Health, Diabetes & Nutritional Health Visiting Chest (Thoracic) Specialist Optometrist Services Child Health Paediatrician Dental Services Physician Environmental Health Public Health Family Health QAS Mental Health Radiographer Nutritionist/Dietician Services Royal Flying Doctor Services Obstetrician and Gynaecologist Sexual Health Occupational Therapist Women's Health Ophthalmologist Community Antenatal Clinics Nutrition Health Visits Health Chronic Disease Program School/Child Health Screen Services Diabetic Care Women's Health Clinics
There are currently 5 registered nurses on staff, and medical officers from Cooktown are available four days per week.
The centre is not equipped to handle serious trauma or multiple casualties, and any event involving such issues would require immediate medical evacuation assistance.
Mortuary Capacity
There is refrigerated storage space for 2 bodies.
Aged Care Facility
Council operates an aged care hostel, which provides accommodation and care for the elderly. The facility has a capacity of 25, and has a staff of 9.
Community Service Organisations
There are several community service organisation within Hope Vale, providing such services as:
Counselling Support, information, advocacy Referrals Community education and awareness Crisis care for women and children escaping domestic and family violence
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Hazardous Sites
There are no designated Major Hazard Facilities (under the Dangerous Goods Safety Management Act 2001) within the boundary of the Hope Vale Aboriginal Shire Council.
There are, however, a number of sites where dangerous goods are stored in significant quantities:
Bulk fuel depots; Retail fuel outlets; Swimming Pool complex; Bulk LPG gas suppliers;
Although it is considered that an incident involving an emergency response to any of these sites would be adequately managed by the statutory emergency services with the resources normally available to them, the activation of part (or parts) of the Local Disaster Management Plan may assist the responding agencies.
Such activities may include: Evacuation; Evacuation Centre Management.
Proposed Future Development
Future development proposals are taken into consideration during hazard and risk assessments of the Region. There are currently a number of housing developments either under way or in the planning stages.
Future industrial/agricultural activity includes the development of a major banana farming operation.
Multi-purpose Centre
A Multi-Purpose Centre has been built in the township of Hope Vale – this is a place of refuge. A place of refuge is not specifically designed as a public cyclone shelter and is usually a privately- owned or government building that will provide a level of protection from the effects of the cyclone as it passes. The place of refuge is capable of accommodating the entire community for a short duration.
Post event it can be used as an evacuation centre for recovery centre.
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Neighbouring relationships
Regional Organisation of Councils Cape York (ROCCY)
Hope Vale Aboriginal Shire Council as an active member of ROCCY. Other members include: Cook Shire Council Kowanyama Aboriginal Shire Council Lockhart River Aboriginal Community Mapoon Aboriginal Shire Council Napranum Aboriginal Shire Council Northern Peninsula Area Regional Council Pormpuraaw Aboriginal Shire Council Weipa Town Authority
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Hazards
Past determinations of the Local Disaster Management Group have identified the following hazards as being relevant in Hope Vale.
Tropical Cyclones
Information from the Bureau of Meteorology suggests that there have been a number of tropical cyclones with the potential to impact Hope Vale since 1894. The Bureau has no record of any direct damage to Hope Vale as a result of cyclonic activity.
Zeta The western edge of tropical disturbance Zeta (named by Clement Wragge) struck 1894 the coast in the vicinity of Cape Tribulation at 4.30 pm 6 April. Unspecified damage was reported at Cooktown by the Courier Mail.
Unnamed TC crossed the coast just to the north of Cooktown. Many buildings were totally 1907 wrecked including 3 churches, two schools, 4 halls, 3 hotels, several shops and a large number of houses. There were 9 deaths.
Unnamed Widespread damage to plantations near Cooktown by winds and floods. 1911
Unnamed TC crossed the coast between Cooktown and Cairns. At Cooktown two hotels were 1925 slightly damaged and many outhouses and fences were blown down. At Mossman several small buildings were unroofed though most damage was done to the sugar cane which was flattened.
Unnamed TC crossed the coast at Cape Flattery. Two luggers wrecked at Torres Strait. 1930 Launch wrecked on Sudbury Reef near Cairns though crew escaped and reached Cairns in small boats. Island Steamer Morinda struck heavy weather at Cooks th Passage (NNE of Cape Flattery) on the 4 and was buffeted for 24 hours with winds estimated at 74 knots and bar down to 987 hPa. as they hove to 40 nm off Osprey Reef.
Unnamed TC crossed the coast north of Cooktown. Cooktown recorded 1374 points (349 mm) 1940 of rain in 24 hours. The Laura railway bridge was washed away. The Cooktown baths were badly damaged by the seas. The Endeavour River was 7 feet over the bridge. The railway line was washed away between Kuranda and Mareeba. Flooding in Northern Interior.
Unnamed TC crossed the coast near Cooktown. 1945
Unnamed TC crossed the coast North of Cooktown with much devastation. Only 12 of the 1949 towns 125 houses intact with 30 flattened, 40 badly damaged and others requiring repairs. There were 300 left homeless out of a population of 420. Five business houses out of the 25 were wrecked with the others damaged, some extensively. Main part of hospital OK but surrounding buildings wrecked. Shire Office was flattened and the Railway Station and Wharf sheds were extensively damaged.
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Madge Madge crossed the coast just north of Cooktown. The only impact from the cyclone 1973 was flooding and the road from Cooktown to the aerodrome was 1.8 m under water.
Eddie It crossed the coast at Princess Charlotte Bay with only minor impact. Cooktown had 1981 a 0.64 m storm surge. There was minor flooding.
Grace Winds and waves brought tide levels above the highest tides of the year (HAT) and 2004 this was particularly evident at Cooktown where a 0.4 m storm surge was recorded on the morning high tide (0.3 m above HAT) on 19 March. Many boats were upturned in the harbour and washed away.
Ita 2014
Nathan 2015
Flooding
Wet season flooding is a regular occurrence, but is limited to road closures and resultant loss of access. There is no record of any residential or business properties being subject to flood inundation.
Severe Storms
There is a history of severe storm activity in the area, with most damage limited to the environment, via the uprooting of trees. There have been occasional lightning strikes which have impacted on power and/or telephone infrastructure.
There is no record of any storm damage to residential or business properties.
Climate Change
Although climate change of itself is not a hazard, it has the capacity to significantly influence the likelihood and consequences of a number of natural hazards addressed in this document.
Impacts of climate change on the Cape York region (adapted from Climate Change in the Cape York Region - Queensland Office of Climate Change)
Projections for the Cape York region include a slight decline in rainfall with increasing temperature and evaporation, in conjunction with more extreme climate events and sea-level rise. The temperature projections for inaction on climate change suggest a temperature increase well outside the range of
52 Hope Vale Local Disaster Management Plan temperatures ever experienced over the last 50 years. The projections for temperature and number of hot days are all in the same direction - increasing.
Extreme storm events such as cyclones pose a significant risk to the communities of Cape York. A high proportion of Cape York’s population reside in close proximity to the coast, greatly increasing the likely consequence of cyclones. The riskiest areas are those closest to the coast, which can incur flash flooding, wind damage and considerable structural damage from falling trees, affecting industry, infrastructure and roads.
For extensive agriculture, the combination of high rainfall (exceeding 1400 mm per year) and soils that contain very low concentrations of most nutrients essential for plant growth gives rise to low beef productivity in the Cape York region. Climate change will bring further challenges for this industry, for example:
Higher temperatures are likely to exacerbate existing problems of poor pasture quality.
Increased thermal stress of animals is very likely, particularly away from the coastline. This can reduce animal production, reproductive performance and increase mortality.
Tropical weeds may increase in abundance and distribution.
Overall it is likely that pastures may decline in quality, with potential for more woody and weed species causing lower animal production.
Sea-level rise will pose a particular challenge for the coastlines and communities of Cape York. During inundation incidents, when a disruption of the water supply may occur, the short-term risk of communicable disease transmission increases. Coastal erosion and storm surges also threaten infrastructure vital to emergency rescues.
Malaria and other mosquito-borne diseases are likely to be affected by changing temperatures, humidity and rainfall. A key concern for those inhabiting the Torres Strait and far north Queensland is the contamination of the local mosquito population by infected people entering the region or wind-born mosquitoes bringing the disease from Papua New Guinea.
Temperature extremes
Global Climate Models indicate that increasing greenhouse gas concentrations in the atmosphere will increase the likelihood of a record high temperature in a given region. Under a high emissions scenario in 2070 for Palmerville (the closest centre to Hope Vale referred to in climate change projections, and only 135 km away from Hope Vale) the number of hot days above 35 °C is projected to more than double, from 97 days to 210 days.
Cyclones and sea-level rise Risks from Climate Change to Indigenous Communities in the Tropical North of Australia Commonwealth Department of Climate Change and Energy Efficiency
Projections of sea surface temperatures near tropical north Australia indicate an increase of approximately 0.7° C by 2030 and by approximately 1.7° C by 2070.
Sea level rise in the tropical north of Australia is expected to be similar to the global average of at least
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79 cm by 2100. Sea level rise will have the most significant impact in the short to medium term when it is combined with extreme events such as king tides and storm surges.
Some studies indicate an increase in the proportion of tropical cyclones in the more intense categories, but a possible decrease in the total number.
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Overview of climate projections
2030 2050 2070 medium emissions scenario low and high emissions low and high emissions scenarios scenarios
Annual and seasonal Annual and seasonal Annual and seasonal temperature temperature temperature
Annual mean temperature (the Annual temperature will Annual temperature is projected average of all daily increase by 1.0 °C and 1.7 °C to increase by 1.4 °C and 2.7 temperatures within a given under the low and high °C under the low and high year) is projected to increase by emissions scenarios emissions scenarios 0.8 °C. There is little variation in respectively. respectively. projections across the seasons. There is little variation in There is little variation in There is little variation in projections across the seasons. projections across the seasons. projections across the seasons.
Annual and seasonal rainfall Annual and seasonal rainfall Annual and seasonal rainfall
No change in the annual rainfall Annual rainfall will decrease by Annual rainfall is projected to (the total rainfall received within one per cent (-9 mm) under decrease by one per cent (-14 a given year) is projected. both high and low emissions mm) for each emissions scenarios. scenario. The largest seasonal decrease of three per cent (-3 mm) is The largest seasonal decrease The largest seasonal decrease projected for spring. of 12 per cent (-10 mm) under under a high emissions the high emissions scenario is scenario of 10 per cent (-10 projected for spring. mm) is projected for spring.
Annual and seasonal Annual and seasonal Annual and seasonal potential evaporation potential evaporation potential evaporation
Across all seasons the annual Under a high emissions Under a high emissions ‘best estimate’ increase is scenario an increase in annual scenario, annual potential projected to be around three potential evaporation of up to evaporation is projected to per cent (66 mm), with some nine per cent (199 mm) is increase by as much as 14 per models projecting up to a five projected with the best estimate cent (310 mm). per cent increase in autumn (23 being six per cent (133 mm). mm), summer (26 mm) and Autumn, summer and winter winter (25 mm). Autumn, summer and winter are projected to be the seasons are projected to have the most impacted with increases greatest increases up to 10 per up to 17 per cent (79 mm, 90 cent (46 mm, 53 mm and 49 mm and 84 mm respectively) in mm respectively). some models.
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Response to Climate Change in Hope Vale
The potential impact of climate change on the frequency and intensity of severe weather events will be factored into the annual reviews of the disaster risk reduction strategies as enumerated in the Local Disaster Management Plan.
The risk of bushfire is predicted to rise as result of the hotter, drier conditions associated with climate change.
Due to the impact of climate change there will be an increase in the number of high fire danger days.
An informed public can add significantly to the protection of life and property during bushfire.
Using the food and accommodation providers and Council’s offices as vehicles to promote awareness and preparedness in the tourist population will also assist in this area, as the time when tourists frequent the Hope Vale is also the peak fire season.
The risk of increased frequency and intensity of tropical cyclones, floods or severe storms will be addressed by the Local Disaster Management Group via community awareness campaigns approaching the storm/cyclone season annually. The community awareness campaigns will operate in concert with the regular information provided at that time by Emergency Management Queensland.
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Wildfire
A “Bushfire Risk Analysis for Hope Vale Council”, produced by the Queensland Fire and Emergency Service in June 2008 indicates a generally low to medium risk of wildfire in the area. There are a number of very small areas of high risk scattered across the Shire.
The goal of the Bushfire Risk Mitigation Plan (BRMP) is to document and encourage proactive actions to mitigate bushfire hazard and risk through planning and actions by land managers, owners or occupiers, as per section 67 of the Fire and Emergency Services Act 1990.
The Disaster Management Act 2003 and the Queensland State Disaster Management Plan provides the authority to promote bushfire mitigation planning as an important component of Local Disaster Management Plans
The Queensland State Disaster Management Plan stipulates that Queensland Fire and Emergency Services (QFES) has primary management responsibility for ensuring the preparation of Bushfire Mitigation and Readiness Plans.
The BRMP process is consistent with the hazard specific planning envisaged under the Queensland Disaster Management Arrangements (QDMA).
Fires are common in the period from March to November, and regularly come close to populated areas. Although there is a risk of wildfire throughout the Kowanyama, it is not considered to be of a level of severity which would necessitate the activation of the disaster management system to coordinate a response in relation to an outbreak.
Fires are common in the period from March to November, and regularly come close to populated areas. Although there is a risk of wildfire throughout Hope Vale, it is not considered to be of a level of severity which would necessitate the activation of the disaster management system to coordinate a response in relation to an outbreak.
There are, however, numerous isolated farming and residential properties scattered across the area, and many of these are vulnerable to wildfire. These premises will be the focus of a public asareness program in relation to wildfire safety.
Structural or Industrial Fire
There may be physical, public health or environmental risks as a result of a fire at any of the following facilities:
Service Station Fuel and Gas Council Depot Gases, Chemicals Supermarket Gas, Chemicals Swimming Pool Chlorine Water Treatment Plant Chlorine
Hazardous Materials Events
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No large Hazardous Material/Dangerous Goods Storage sites have been identified in Hope Vale that fall under the definition as per the Dangerous Goods Safety Management Act 2001.
The lack of heavy industry in Hope Vale means that there are few hazardous materials either stored or being transported through the community, with the obvious exception of petrol and diesel fuel.
Transportation and storage regulations, individual company policies and procedures and emergency services contingency response plans are in place to safeguard the population and the environment from accidental exposure to any hazardous chemicals, but their presence in and transportation through residential areas is nevertheless a risk to the community. Response to a serious event involving significant chemical hazards would require mobilisation of resources from outside the community.
Oil spills and spills of other noxious substances at sea are not coordinated by the Queensland disaster management system, but are managed under national arrangements - The National Plan to Combat Pollution of the Sea by Oil and other Noxious and Hazardous Substances, which is managed by the Australian Maritime Safety Authority and Maritime Safety Queensland.
Epidemic / Pandemic
The risk of an outbreak of disease throughout the population of Hope Vale could cause the health system to be taxed to its limits and may involve the isolation and quarantine of large numbers of people for a protracted period.
The prospect of a severe influenza pandemic is real. An influenza pandemic is a disease outbreak that occurs worldwide when:
a new strain of influenza virus emerges to which no-one is immune; the virus causes disease in humans; and the virus is easily spread between humans.
In the absence of immunity, a new influenza strain can rapidly spread across the globe, causing epidemics or pandemics, infecting large numbers of people with fatal results.
The Influenza Pandemic 2009 H1N1 (commonly known as swine flu) provided an example of how quickly a pandemic can travel across the world, and affect millions of people.
The influenza strain that is still causing some concern is named H5N1 (also known as avian influenza or bird flu). Since avian influenza broke out in late 2003, the World Health Organization (WHO) has warned that should the virus mutate and be easily transferred from human to human, the world could be facing an influenza pandemic with significant consequences.
The outbreak of an epidemic or pandemic would outstretch the medical resources of the region, and given that the impacted area may very well be at a state-wide level, there would be minimal likelihood of external assistance.
Other diseases of concern include dengue fever which is a viral infection transmitted by the mosquito. Dengue is not endemic in north Queensland. The dengue mosquito is common in north Queensland
58 Hope Vale Local Disaster Management Plan and outbreaks can occur when the virus is transmitted to the local mosquito population in north Queensland by infected international travellers or residents returning home from overseas.
Dengue is endemic in over 100 countries worldwide and is found primarily in urban settings in the tropics. Between 50 and 100 million cases of dengue are reported around the world each year and over 2.5 billion people are at risk of infection. Several hundred thousand dengue cases each year result in dengue haemorrhagic fever which usually affects children under 15 years of age. The average fatality rate with dengue haemorrhagic fever is 5%.
Emergency Animal Disease
Animal pests and diseases are a major threat to Australia's livestock and poultry industries and an outbreak could impact on our access to export markets and undermine livelihoods.
Australia is currently free of the world's worst animal diseases such as foot-and-mouth disease and avian influenza, but has been recently impacted by other diseases, such as Equine Influenza.
Far North Queensland was affected by papaya fruit fly from 1995 to 1998. This affected a large range of fruit and vegetable crops. Over 700 growers were affected within a 15,000 square kilometre quarantine area. The incursion cost Queensland industry around $110 million in lost trade, control, treatment and eradication. The Australian Quarantine and Inspection Service (AQIS), through the Northern Australian Quarantine Strategy maintains a system of fruit fly traps across northern Australia.
Screw-worm flies could cost close to $500 million a year nationally in lost production and control measures if they entered Australia. They would have a devastating effect on northern livestock production.
The social, economic and environmental consequences of a Foot and Mouth Disease worst-case scenario outbreak involves key beef and lamb export markets being closed for an extended period. The Productivity Commission estimates that the cost of a Foot and Mouth Disease incursion under this scenario would be between $8 billion and $13 billion of gross domestic product and its consequences would be felt nationally for nearly 10 years after the event. It would be crippling for the livestock industry. Although regarded as a low risk, it is possible that an outbreak of an emergency animal disease could be intentional.
Emergency Plant Disease
Australia‘s agricultural industries are fortunate to experience a relative freedom from many pests that adversely affect plant industries worldwide. Maintaining this pest and disease freedom is vital for the ongoing productivity, sustainability and quality of Australia‘s agricultural industries. The introduction of pests can cause serious production losses to plant industries, jeopardise exports of plants and plant material, and have a significant impact on the environment and economy.
Australia‘s geographic isolation and lack of shared borders have in the past, provided a degree of natural protection from exotic threats. Australia‘s national quarantine system also helps prevent the introduction of pests, diseases and weeds that can harm agricultural industries and the environment.
The recent introduction of banana production in the community will see an added awareness of risks to crops from diseases specific to bananas.
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Earthquakes
Earthquakes have not in the immediate past been a major threat in Hope Vale. Recent historical data exists in relation to tremors, but none has caused any great concern. Notwithstanding, the existence of even a slightly volatile seismic environment acts as a prompt for maintaining situational awareness of the threat, and its possible consequences.
The following table represents a sample of the recorded earthquakes to occur in or within the near vicinity of Hope Vale.
Magnitude Date Location (Richter Scale) 7/7/58 4.4 125 km W of Hope Vale 10/3/72 4.0 230 km WNW of Hopevale 17/9/71 4.0 125 km WNW of Hope Vale 9/2/67 3.9 70 km SSW of Hope Vale 29/12/67 3.7 75 km SSW of Hope Vale 27/2/61 3.7 180 km SW of Hope Vale 13/6/96 3.1 290 km W of Hope Vale Adapted from information supplied by Geoscience Australia
Major Infrastructure Failure
One of the most serious issues facing disaster managers in the 21st century is society’s dependence upon technology. The same technology which makes life easier for all, and which everyone takes for granted when it is functioning as planned, has the potential to fail, for a variety of reasons, with potentially devastating consequences.
There is the potential for a “ripple effect”, where the failure of one essential service may lead to progressive failures of other essential services – eg loss of power would lead to loss of communications, loss of reticulated water supply, loss of sewage treatment capability, etc.
All forms of electronic communication would be affected, affecting such diverse areas as banking and commerce (no automatic teller machines or EFTPOS availability) the transport sector (airline bookings, radar, air traffic control), television, the internet and telephone systems in all businesses and government offices (all spheres of government).
It is important to note that it is probable that the problem will not only affect this area, but would probably have state-wide and possibly national consequences, resulting in a lack of external support capacity.
Major Transportation Event
The potential for a major event involving the transport system is real. There are commercial flights overflying Hope Vale to and from Cairns on a daily basis, with passenger loads of up to several hundred.
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Although the road from Hope Vale to Cooktown and beyond is not extremely busy, there is always potential for a serious incident involving larger passenger transport vehicles such as school buses.
Any type of transportation incident involving multiple casualties would significantly stretch the emergency services capacity within Hope Vale and the broader region, and would require that activation of significant external resources.
Terrorist Act
It is possible that a terrorist act may occur in the region, but it is more likely that such an act could occur elsewhere, but have an effect in Hope Vale.
The response to a terrorist event will be managed under separate arrangements, but any community consequences resulting from the event may well be managed using parts of this Plan, such as Evacuation, Evacuation Centre Management, Community Support or Recovery Sub-Plans.
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Risk Assessment
In May 2013, members of the Hope Vale Local Disaster Management Group, along with various community members came together to undertake a hazard and risk analysis of disaster events and their potential impact on Hope Vale.
A risk assessment process (based on the premise of AS/NZS ISO 31000:2009 and the Department of Emergency Services document: the ‘Guide to Disaster Risk Management in Queensland Aboriginal and Torres Strait Islander Communities’) and in alignment with AS/NZS ISO 31000:2009 was applied to the hazards identified as potentially having an impact on the people, the environment, the economy, public administration, social setting and infrastructure of Hope Vale.
This process identified the risks emanating from each hazard, using Likelihood Descriptors, Risk Descriptors and a Qualitative Analysis Matrix.
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Likelihood Table
How often could it happen? A. Could happen at least once a year
B. Could happen in each generation
C. Could happen in my lifetime
D. Could happen, but probably not in my lifetime
E. Not much chance that it would ever happen
Consequence Table
What might be the result?
Nobody hurt, houses and possession OK, low cost, most services working 1. Slight normally.
A few people need slight first aid treatment, some pets lost, a few personal possessions damaged, slight house damage, a few people may need to move to 2. Small other houses until the hazard passes, occasional disruption to some services, nearly all things can be handled by the community and council.
Some people need medical treatment for injuries, a few houses have damage that 3. Medium can be fixed within the community, some services fail, council enterprises stop working normally, numbers of people are worried.
A few lives may be lost, many serious injuries, numbers of houses badly 4. Large damaged, many people homeless, large costs, damage to culture and traditions, many Community services not working, evacuation likely, external help needed.
The community cannot work properly, many lives lost and many serious injuries, most houses and other buildings wrecked or badly damaged, major failures of community services, huge costs, people scared and really worried, fear for 5. Huge traditional community survival, evacuation probable, people may leave the community for good, long term counselling of the community members needed, massive recovery effort needed. Almost all recovery resources must come from outside the community.
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Qualitative Risk Matrix
The ‘likelihood’ of the risk was based upon the chances of the event actually happening. To decide upon the Level of Risk, the pre-determined levels of likelihood and consequence were combined, using the above table.
For example, if a risk was decided to be ‘In my lifetime’ and the consequences of that risk are “Minor”, then use of the table shows that the Level of Risk is “Low”.
If a risk was decided to be ‘In my lifetime’ and the consequences of that risk are “Major”, then use of the table shows that the Level of Risk is “High”
Risk Register
The identified risks are recorded in a Community Risk Register (see Annex B) and are reviewed by Council for any necessary attention.
The recommended risk treatment strategies are recorded in the same Annex
As mentioned earlier in this document, the hazard and risk assessment and risk treatment options should be reviewed annually.
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Capacity Building
Community Awareness
Part of the role of the Local Disaster Management Group is to ensure the community is aware of ways of mitigating the adverse effects of an event, and preparing for, responding to and recovering from a disaster; (DMA s.30(e).
To that end, the LDMG will undertake a continual community awareness program, encompassing the following activities:
Community awareness via the coordination and facilitation of school visits from member organisations of the LDMG
Provision of a community awareness and preparedness campaign to highlight the emergency animal and plant disease risk in the area
Provision of a community awareness and preparedness campaign to highlight the severe weather risk in Hope Vale and to encourage individual members of the community and business owners to have their own disaster/emergency plans in place
Provision of a community awareness and preparedness campaign to highlight the public health risk from a human epidemic/pandemic in the area and to encourage individual mitigatory action.
Community awareness activities will be reported on at each meeting of the LDMG, and will be included in the LDMG Annual Report.
The current approved version of this document will be available at Council’s customer service centres and on the Hope Vale Aboriginal Shire Council web page.
A copy of the Main Plan is available for purchase from Council at a cost of $35.00.
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Training
In accordance with s16A(c) of the Disaster Management Act 2003, the Queensland Disaster Management Training Framework outlines training courses to be undertaken by the key disaster management stakeholders roles to support the effective performance of that identified role.
Chair and Deputy Chair of the LDMG
Induction Local Disaster Management Group Member Induction
Mandatory Training Courses Queensland Disaster Management Arrangements Module 1 – Introduction to Evacuation Module 1 -Introduction to Disaster Relief and Recovery Funding Arrangements
** Note: There are a number of other training programs that have been identified as ‘Needs Based’ that this position may consider completing should it be deemed relevant to this community. This will be identified in consultation with your Emergency Management Coordinator – QFES.
Local Disaster Coordinator
Induction Local Disaster Management Group Member Induction Local Disaster Coordinator Induction
Mandatory Training Courses Queensland Disaster Management Arrangements Module 1 – Introduction to Business Continuity Planning Module 1 – Introduction to Exercise Management Module 1 – Introduction to Disaster Management Planning Module 1 – Introduction to Disaster Coordination Centre - Module 1 - Introduction to Evacuation Module 1 – Introduction to Evacuation Centre Management Module 1 – Introduction to Recovery Module 1 - Introduction to Resupply Module 1 – Introduction to Warnings and Alert Systems Module 1 – Introduction to Disaster Relief and Recovery Funding Arrangements
** Note: There are a number of other training programs that have been identified as ‘Needs Based’ that this position may consider completing should it be deemed relevant to this community. This will be identified in consultation with your Emergency Management Coordinator – QFES.
LDMG Members
Induction Local Disaster Management Group Member Induction
Mandatory Training Courses Queensland Disaster Management Arrangements Module 1- Introduction to Evacuation
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Module 1 – Introduction to Recovery
Local Disaster Coordination Centre Staff
Mandatory Training Courses Queensland Disaster Management Arrangements Module 1 – Introduction to Disaster Coordination Centre Module 2 – Functions of a Disaster Coordination Centre Module 1 – Introduction to Warnings and Alert Systems Module 1 – Introduction to Warnings and Alert Systems
Local Disaster Coordination Centre Liaison Officers
Mandatory Training Courses Queensland Disaster Management Arrangements Module 1 – Introduction to Disaster Coordination Centre Module 1 – Introduction to Disaster Relief and Recovery Funding arrangements
Local Recovery Coordinator
Induction Local Recovery Coordinator Induction
Core Training Courses Queensland Disaster Management Arrangements Module 1 – Introduction to Recovery Module 2 – Working in Recovery Module 1 – Introduction to Disaster Management Planning Module 1 – Introduction to Disaster Coordination Centre Module 1 – Introduction to Disaster Relief and Recovery Funding arrangements
** Note: There are a number of other training programs that have been identified as ‘Needs Based’ that these positions may consider completing should it be deemed relevant to this community. This will be identified in consultation with your Emergency Management Coordinator – QFES.
Certification of Training
Participants who successfully complete a course or induction under the Framework will be issued with a Certificate of Achievement and their details will be entered into the Learning Management System which is maintained by Emergency Management (QFES).
The database will be used to report on the completion of training by stakeholders in accordance with their training requirements under the Framework.
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The Local Disaster Coordinator will be responsible for training management within the Hope Vale LDMG, and will ensure that a training register encompassing all involved personnel is commenced and maintained.
Details of training issues (training conducted, training gaps identified, etc) will be included in the annual report of the LDMG.
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Exercises
A disaster management exercise is a scenario-driven activity used primarily to train personnel and test capabilities. It is low-risk and involves varying degrees of simulation or ‘pretending’.
There are a number of different styles of exercise. The most common types in use in Queensland are:
Exercise styles Exercise types Description
Orientation Seminar The ‘walk through’ - especially for inductees
Prepare an agency specific action plan and present it in Agency Presentation plenary.
Responses may be prepared in groups, in plenary, or under the guidance of a facilitator who maintains the pace and asks Discussion ‘Hypothetical’ probing questions (the ‘hypothetical’). A cost effective and Exercises highly efficient exercise method that might be conducted in conjunction with a field exercise as part of a series.
Indoor discussion exercises. May feature a model of the area on which a prepared scenario is played out, or simply using a Table Top projected map. The model or map is used to illustrate the Exercise deployment of resources, but no resources are actually deployed
An exercise in which emergency management organisations and agencies take action in a simulated situation, with deployment of personnel and other resources, to achieve Field maximum realism. It is conducted on the ground, in real time Operational Exercise Exercises but under controlled conditions, as though it were a real emergency. A full scale (or Field) exercise might be characterised by some, or all, of: noise, realism, stress, heat and real time. This is resource and cost intensive.
Exercises may be conducted internally, at the instigation of the Local Disaster Coordinator, and with the assistance of personnel from Emergency Management Queensland. Exercises may also be conducted on a district-wide basis, involving a number of different Local Disaster Management Groups, and managed externally, either by the DDMG or by the State Disaster Coordination Centre in Brisbane.
Evaluating the exercise In determining whether an exercise achieved its original aim, it is important to evaluate to what extent the exercise objectives were met and how the exercise was conducted generally. At the conclusion of an exercise it is also important that debriefs are conducted to capture issues and areas for improvement.
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It is recommended that the LDMG consider the use of hot debriefs, conducted immediately following participants’ involvement in the exercise; and a more detailed After Action Review conducted within a few days of the exercise, to allow participants time to provide a more considered view of the exercise.
When feedback is being collected it is important to consider issues and action items in two separate categories:
Exercise design and conduct – issues and feedback relating to the exercise format, design and conduct. This feedback will help to inform the design and conduct of future exercises.
Achievement of exercise objectives – the exercise evaluation process should examine to what extent the exercise objectives were achieved. Any gaps or issues identified during this process can be reported as ‘findings’. Tabling these findings allows for the development of appropriate treatment options designed to address identified gaps and issues. Exercise findings and treatment options should then be captured in a wider Post-Exercise Report.
Details of exercises (activities conducted, training gaps identified, etc) will be included in the annual report of the LDMG.
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Post Disaster Assessment
Post-Disaster Operational Review
Debriefing
Debriefing is a valuable tool in the ongoing improvement of disaster management. Effectively undertaken, debriefing will identify areas of concern in the existing planning or response arrangements, as well as identifying areas of appropriate activity.
There are two different levels of debriefing activity, for two distinct purposes.
. Hot Debrief
. (Post-Event) Operational Debrief
The Hot Debrief
This is a debrief undertaken immediately after operations are complete, giving participants the opportunity to share learning points while the experience is still very fresh in their minds.
Multiple hot debriefs during protracted operations may be appropriate to identify significant issues and provide prompt solutions for immediate implementation - in protracted operations, hot debriefs are to be conducted daily. Debriefs are to be conducted by the Local Disaster Coordinator.
The (Post-Event) Operational Debrief
Post event debrief is a more formalised debrief of the event by the Local Disaster Management Group, conducted days or weeks after an operation, when participants have had an opportunity to take a considered view of the effectiveness of the operation.
Ideally this debrief should occur after each participating agency has had the opportunity to have a single agency debrief of the activity.
The LDMG may consider having the debrief facilitated by an independent person or organisation.
An effective debrief will:
seek constructive information from those being debriefed
analyse the operation to determine what went right, what went wrong and why without trying to apportion blame
acknowledge good performance
focus on improving planning and procedures
record relevant information to enable reports to be compiled;
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The debrief should address:
What happened during the event
Areas which were handled well
Areas where the coordination or the response could be improved
Identified areas for amendment of plans, procedures, or training programs
The required amendment to documentation should be included in the regularly programmed review of the Local Disaster Management Plan.
A Post Event Operational Review Report should be completed in association with Queensland Fire and Emergency Services, and any perceived gaps in capacity or process should be addressed in the ongoing disaster management program.
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Response Strategy
Warning Notification and Dissemination
Warnings are issued from a number of sources in connection with a number of hazardous situations:
Severe Weather Event Bureau of Meteorology
Queensland Police Service or Queensland Hazardous Materials Incident Fire and Rescue Service.
Queensland Health, or Hope Vale Public Health Aboriginal Shire Council Officers (water/wastewater/environmental health)
The owner of the facility - e.g. Ergon, Major Infrastructure Failure Telstra, etc
Wildfires Queensland Fire & Rescue Service
Animal or Plant Disease Biosecurity Queensland
Space Debris Re-entry Emergency Management Australia
Potential Terrorism Threat Queensland Police Service
Many of these warnings are disseminated directly to members of the public via mass media communications systems.
It is the role of the Local Disaster Management Group to ensure that the community is in the best position to receive the information contained in the warnings, and to have the best possible situational awareness to enable them to take appropriate action in relation to any event by which they may be affected.
Further details are addressed in the Public Information & Warning Sub Plan
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Activation
The Chairperson of the LDMG is responsible for the decision to activate the LDMG, in consultation with the Local Disaster Coordinator as required.
Should the Chairperson be unavailable, the Deputy Chairperson of the LDMG is responsible for the decision.
Should neither of the above members of Council be available, the decision may be taken by the Local Disaster Coordinator, who will advise the Chair, LDMG as soon as is practicable.
The four levels of activation are:
Alert A heightened level of vigilance due to the possibility of an event in the area of responsibility. No action is required however the situation should be monitored by someone capable of assessing the potential of the threat.
Lean Forward (Stand By) An operational state prior to ‘stand up’ characterised by a heightened level of situational awareness of a disaster event (either current or impending) and a state of operational readiness. Disaster coordination centres are on standby; prepared but not activated.
Stand Up (Activate) The operational state following ‘lean forward’ whereby resources are mobilised, personnel are activated and operational activities commenced. Disaster coordination centres are activated.
Stand down Transition from responding to an event back to normal core business and/or recovery operations. There is no longer a requirement to respond to the event and the threat is no longer present.
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Local Disaster Coordination Centre
The Hope Vale Aboriginal Shire Council Local Disaster Coordination Centre is situated in the boardroom of the Hope Vale Aboriginal Shire Council.
Details of the capacities and operations of the Local Disaster Coordination Centre are included in the Disaster Coordination Centre Sub-Plan.
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Concept of Operations for Response
Operational Reporting
Agency Situation Reports will be submitted at intervals as determined by the LDC from the member agencies of the Local Disaster Management Group in order to ensure that the Disaster Coordination Centre maintains complete situational awareness.
LDMG Situation Reports will be submitted on a regular basis to the DDC, Cairns.
Such reports will be required at times stipulated by the DDC Cairns, and will be in the format as prescribed in the Disaster Coordination Centre Sub-Plan.
Financial Management
There is a need for Council and other responding agencies to manage specific internal financial arrangements in support of a disaster event, and the eventual financial claiming process to recoup funds. This area has been addressed via the development of an advisory Financial Management Sub-Plan which addresses a number of issues in relation to disaster financial arrangements.
There are two sets of financial arrangements which, if activated by the Minister, provide financial support to Queensland communities impacted by a disaster event through the reimbursement of eligible expenditure:
State Disaster Relief Arrangements (SDRA)
The intent of the SDRA is to assist in the relief of communities whose social wellbeing has been severely affected by a disaster event (natural or non-natural). The SDRA is State funded, and therefore not subject to the Australian government imposed event eligibility provisions or activation threshold. As a consequence, SDRA is able to address a wider range of disaster events and circumstances where personal hardship exists.
Natural Disaster Relief and Recovery Arrangements (NDRRA)
The intent of the NDRRA is to assist the relief and recovery of communities whose social, financial and economic wellbeing has been severely affected by a disaster event. The arrangements provide a cost sharing formula between the State and Australian Government and include a range of pre-agreed relief measures.
Eligible disasters under NDRRA include: Cyclone, Flood, Landslide, Meteor Strike, Storm, Bushfire, Storm Surge, Terrorist Event, Tsunami, Tornado and Earthquake. Drought, frost, heatwave, epidemic events relating from poor environmental planning, commercial development or personal intervention are not eligible events under NDRRA.
To claim for expenditure reimbursement under SDRA or NDRRA arrangements, the relevant arrangements must be activated;
the relevant relief measures must be activated and the expenditure must meet the eligibility requirements of that measure; and documentary support for all eligible expenditure detailed in the claim must be provided by the claimant.
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Media Management
A Public Information and Warnings Sub-Plan has been developed to provide for the effective collection, monitoring, management and dissemination of accurate, useful and timely information and warnings to the public during and after disaster events.
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Accessing Support and Allocation of Resources
While the Hope Vale LDMG has available to it the combined resources of all of its member agencies to apply to the response to an event, there will be times when the resources available will be either insufficient or inappropriate.
Where the LDMG requires logistics support and/or resources to meet operational requirements that are beyond local capacity and capability, the LDMG should formally seek assistance through a Request for Assistance forwarded to the DDCC.
The DDCC will provide the resource as requested, and the LDMG will be responsible for the management of that resource at local level.
Resources in this context may include human resources, encompassing response personnel and disaster coordination personnel. It should be noted, however that the management of the response to the event will always remain the responsibility of the LDMG.
The following table depicts the disaster management response (and support) system in operation at local level:
E V E N T
RESPONSE AGENCIES
Yes Need help? No
Handle using Agency procedures Request Assistance from LDMG
Yes Need help? No
Request Assistance Provide Support from from DDMG LDMG resources
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Disaster Declaration
Where there is a requirement for a person or a class of persons to exercise the additional powers available under the provisions of s.77 of the Act, the LDMG may request that the District Disaster Coordinator, with the approval of the Minister, declare a disaster situation for the Disaster District or a part of the Disaster District (and, by extension the Hope Vale Aboriginal Shire or a part of the Shire).
The District Disaster Coordinator should take reasonable steps to consult with Council prior to any declaration.
There is also provision for the Premier of Queensland and the Minister for Emergency Services to declare a Disaster Situation for the State of a part of the State.
The chairperson of the State Disaster Management Group or the District Disaster Coordinator only may authorise the exercise of additional powers.
The declaration of a disaster situation does not affect Council’s responsibilities in relation to the coordination of the response to and recovery from the disaster event.
Resupply
The LDMG is responsible for the management of and community education and awareness in relation to the resupply of isolated communities and isolated rural properties.
Further details are addressed in the Resupply Operations Sub-Plan and the Queensland Resupply Guidelines.
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Hazard Specific Arrangements
The Queensland Disaster Management Arrangements include plans and procedures for specific hazards such as influenza pandemic, animal and plant disease, terrorism and bushfire. Primary agencies are allocated responsibility to prepare for and respond to the specific hazard based on their legislated and/or technical capability and authority. The broader arrangements may be activated to provide coordinated support to the hazard specific arrangements.
The State Disaster Management Plan identifies a number of Specific Hazards which are subject of special planning.
Details of the associated State and National Plans, along with the identified Primary Agency responsible for the development and implementation of these plans are included in the following table.
Hazard Primary Agency State and National Plans
Primary Agency Hazard State and National Plans Australian Veterinary Emergency Plan (AUSVETPLAN) Australian Aquatic Veterinary Emergency Plan Department of Agriculture (AQUAVETPLAN) Animal and Plan Disease and Fisheries Australian Emergency Plant Pest Response Plan (PLANTPLAN) Biosecurity Emergency Operations Manual (BEOM) State of Queensland Multi-agency Response of Biological (human related) Chemical, Biological, Radiological incidents
Queensland Heath Heatwave Heatwave Response Plan
Queensland Pandemic Influenza Plan Pandemic National Action Plan for Human Influenza Bushfire Wildfire Mitigation and Readiness Plans (Regional) Queensland Fire and Emergency Services State of Queensland Multi-agency Response to Chemical Chemical, Biological, Radiological incidents Queensland Coastal Contingency Action Plan Transport and Main Roads Ship-Sourced Pollution National Plan for Maritime Environmental Emergencies Queensland Counter – Terrorism Plan Queensland Police Service Terrorism National Counter –Terrorism Plan
Adapted from Interim Queensland State Disaster Management Plan 2016
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Recovery Strategy
Local recovery strategies incorporate human-social, infrastructure, economic, and environmental factors in a Recovery Sub Plan.
Disaster recovery is the coordinated process of supporting individuals and communities in the reconstruction of the physical infrastructure, restoration of the economy and of the environment, and support for the emotional, social and physical wellbeing of those affected following a disaster event.
The recovery phase of disaster management also involves disaster relief in the provision of immediate shelter, life support and human needs to persons affected by, or responding to, a disaster. For this reason the timely coordinated establishment of disaster recovery strategies is equally as important as, and should be activated in conjunction with, an effective disaster response.
Recovery can be a long and complex process which extends beyond immediate support to include repair, reconstruction, rehabilitation, regeneration and restoration of social wellbeing, community development, economic renewal and growth, and the natural environment.
Examples of recovery strategies may include:
Providing relief measures to assist persons affected by the event who do not have resources to provide for their own personal wellbeing;
Restoring essential infrastructure in the area or areas affected by the event;
Restoring the natural and built environment in areas affected by the event;
Providing personal support to individuals affected by the event, including temporary hospital accommodation, emergency medical supplies, material assistance and counselling services; and/or
Supporting community development
Further details are addressed in the Recovery Sub-Plan
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Local Disaster Management Sub Plans
Sub Plans have been developed for a number of disaster management functions, and are included as Annexes to this document:
Activation of the LDMG
Community Support
Disaster Coordination Centre
Disaster Recovery
Evacuation
Evacuation Centre Management
Financial Management
Initial Impact & Needs Assessment
Public Health
Public Information & Warnings
Public Works & Engineering
Resupply Operations
Transport & Logistics
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Annexes
Annex A - Distribution List
Electronic Organisation Hard Copy Copy
Hope Vale Aboriginal Shire Council Mayor (Chairperson, LDMG) 1 1 Deputy Chairperson, LDMG 1 Other Elected Representatives 4 1 CEO (Local Disaster Coordinator) - Master Copy 1 Operations Manager Social Services Director 1
Council Customer Service Reception 1 District Disaster Coordinator, Cairns Disaster District 1 Emergency Management Coordinator - QFES, Cairns 1 Local Controller, SES / First Officer, Rural Fire Service 1 Officer in Charge, Queensland Police Service, 1 Senior Health Worker, Hope Vale Hospital 1 Principal, Hope Vale State School 1
A copy of the Main Plan is required by legislation to be available at the main Council Office, and on Council’s web page.
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Annex B - Risk Register
Important Responsible Risk Risk treatment Timeline Community Agency Hazard
Item No. Risk
Likelihood
Risk Rating Risk
Consequence Recommended
Disaster There is a risk that emergency services response to any disaster event Promote community involvement with voluntary agencies such as State Emergency Service All Events Response 1. will be severely compromised as a result of insufficient response A 1 E Y LDMG Ongoing and Rural Fire Service in the community Capacity capacity.
There is a risk that people will be affected by a disease pandemic, HVASC People 2. C 2 H Public awareness campaign, including specific information for schoolchildren Y As Required causing death or severe illness Qld Health
Medical There is a risk that medical services will be severely stretched by a Qld 3. C Ensure that contingency planning maintained to address potential staffing shortages Y As Required Disease Pandemic Services disease pandemic Health
There is a risk that the community may be quarantined in isolation for an Ensure social distancing of personnel involved in the receipt and distribution of incoming People 4. C 3 H Y HVASC As Required extended period. stores and supplies
Maintain quarantine initiatives Y AQIS Ongoing There is a risk that animals could be affected by a number of emergency Emergency Animals 5. animal diseases, such as foot and mouth disease, screw-worm fly, C 3 H AQIS Animal Disease Maintain community awareness initiatives Y Ongoing Hendra virus, lissa virus HVASC Development and maintenance of a Pest Management Plan Y HVASC Ongoing
There is a risk that the lack of power would result in failure of B 3 E Community awareness campaign in relation to safe food handling and storage Y HVASC EHW As Required refrigeration, possibly leading to unsafe food issues
People 6. Ensure that the Health Centre generator is maintained and tested on a regular basis, and the fuel stocks maintained at the optimal level. Y Qld Health Ongoing There is a risk that medical services will be affected by the lack of power B 3 E Ensure that the generator at the Aged Care facility is serviced an maintained on a regular HVASC Y Ongoing basis to enable continuation of dialysis services Aged Care
HVASC Provision of appropriate portable generators for bores and treatment plant Y 2013 Operations Mgr
HVASC Ensure the generator at the chemical treatment areas is regularly maintained and checked Y Ongoing Operations Mgr
Y HVASC EHW As required There is a risk that the lack of power would result in failure of the water Community awareness campaign in relation to safe drinking water sources 7. treatment and reticulation system, with associated flow-on risks to health B 4 E and to fire fighting capacity because of lack of water Identify above-ground water sources Y HVASC EHW Ongoing Y Ensure that QFRS Rural has sufficient pumping capacity to source water from creeks, etc. QFRS Rural Ongoing
HVASC Ensure that council water trucks are available to assist as required Y As Required Operations Mgr HVASC Infrastructure Provision of appropriate portable generators Y Ongoing There is a risk that the lack of power would result in failure of the Operations Mgr Failure – Power 8. sewerage treatment and pumping system, with associated health and B 3 H In conjunction with the public health sub plan, provide community awareness material in environmental risks Y LDMG Ongoing relation to alternative disposal methods
Infrastructure Lobby Telstra to ensure that there is back-up power available to the current repeater Y HVASC Immediate tower(s) HVASC Ensure that there is access to the telecommunications tower generator to maintain fuel Y Operations Mgr Ongoing supplies Telstra
Develop a community awareness program aimed at ensuring that resident have an old- Y LDMG Ongoing There is a risk that the lack of power would result in failure of the fashioned dial telephone available which does not need power to opera 9. telephone system, with associated flow-on to the fax, internet and eftpos B 3 H systems Purchase appropriate satellite telephone technology for Council, allowing for external Y HVASC FY 2013/14 communications, via telephone and via the use of the satellite phone as a computer modem
Island & Cape Store have built-in redundancy via a satellite link enable the continuation of Y Island & Cape Ongoing eftpos sales as normal
There is a risk that the lack of power would result in failure of radio and Develop/maintain a system of community notice boards in prominent positions in each of the 10. television transmission systems, resulting in diminished capacity to B 1 M Y HVASC Ongoing communities inform the community in relation to the event
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Investigate the development/maintenance of a disaster warden system, similar to HVASC Y Ongoing Neighbourhood Watch to act as an information conduit to and from the community LDMG
Obtain advice in relation to the viability of a shire-wide Citizen Band radio repeater HVASC coverage, for use as an alternative communications vehicle during times of loss of power Y 2013 EMQ and telephone systems
Infrastructure Investigate sources of funding for the purchase and installation of a CB repeater system, Y HVASC 2013 Failure - Power and a number of individual home-based CB radio sets in outlying areas of the shire.
Encourage Island & Cape to maintain and regularly check their generator-driven pumping Y LDMG Ongoing capacity as a part of normal business continuity planning There is a risk that the lack of power would result in failure of fuel HVASC 11. B 1 M Provide a generator for the Council diesel tank in the workshop Y 2013 pumping capacity at service stations Operations Mgr HVASC Maintain data in relation to above ground (gravity-fed) fuel supplies Y Ongoing LDMG
There is a risk that the lack of power would result in the loss of electrical People 12. B 3 H Community awareness campaign concentrating on fire safety in the home Y QFRS Rural Ongoing lighting cooking appliances, with associated flow-on risk of fires
HVASC Obtain and maintain up to date storm surge data and mapping Y Ongoing LDMG
HVASC Develop appropriate evacuation planning processes Y 2013 Infrastructure 13. There is a risk of inundation by storm surge D 5 E LDMG
HVASC Develop appropriate community awareness planning processes Y Ongoing LDMG
Community awareness campaign in relation to safety in cyclones, including an investigation HVASC Y Ongoing of the provision of cyclone emergency kits to residents LDMG
Concerted campaign to have residents clean up their yards of anything which may become Y HVASC Ongoing 14. There is a risk of death or injury from flying debris C 4 E a missile during cyclonic winds LDMG
Development of a local law requiring building sites to be clear of any loose material which Y HVASC Immediate may become a missile during cyclonic winds
HVASC 15. There is a risk of death by drowning C 4 E Community awareness campaign in relation to safety in cyclones Y Ongoing LDMG
People HVASC 16. There is a risk of death by electrocution C 4 E Community awareness campaign in relation to safety in cyclones Y LDMG Ongoing Ergon Energy
Cyclone Development of a Community Support sub plan, to include the provision of community HVASC 17. There is a risk of social and mental distress in the community C 3 H Y August 2012 support services, including counselling LDMG
Queensland 18. There is a risk of looting C 2 M Provision of security patrols Y As Required Police
Queensland 19. There is a risk of break and enters of evacuated homes C 2 M Provision of security to evacuated areas Y As Required Police
Homes built prior to 1982 to be retrofitted to meet the new wind load bearing standards
20. There is a risk of damage to homes C 3 H Y HVASC Immediate
All other homes to be checked for structural integrity and capacity to withstand relevant wind loads
21. There is a risk of damage to business properties C 3 H Buildings to be checked for structural integrity and capacity to withstand relevant wind loads Y Building Owners Immediate Infrastructure
HVASC There is a risk of asbestos contamination from buildings damaged by a Ensure that any handling of asbestos in in compliance with the Safe Work Australia How to Safely 22. A 4 E Y QFRS As required cyclone Remove Asbestos Code of Practice SES
HVASC 23. There is a risk of damage to Council and government properties C 3 H Buildings to be checked for structural integrity and capacity to withstand relevant wind loads Y Dept Housing & Immediate Public Works
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Ensure that all road construction/repairs/maintenance is completed prior to the onset of the HVASC 24. There is a risk of damage to roads C 3 H Y Annually wet season DTMR
25. There is a risk of severe coastal erosion C 3 H Investigate the construction of sea walls as appropriate Y HVASC Immediate
Environment Promote the planting of deep-rooted and/or low-growing plants, while removing plants/trees 26. There is a risk to severe damage to vegetation C 3 H Y HVASC Ongoing susceptible to being blown over
Community awareness of the dangers of entering floodwaters Y HVASC Annually People 27. There is a risk of death by drowning D 4 H Promote swimming lessons for children Y Ed Qld Ongoing
28. There is a risk that the roads will be closed for longer periods than usual D 1 L Maintenance of the Council web page to ensure that tourists are aware of road conditions Y HVASC Ongoing
Review town planning and development arrangements to ensure that housing is only 29. There is a risk of damage to buildings D 1 L Y HVASC Ongoing permitted in areas not susceptible to flooding Infrastructure Flood 30. There is a risk of damage to water and sewerage infrastructure D 3 M Ensure that pumping and treatment equipment is situated above potential flood level Y HVASC Ongoing
31. There is a risk of damage to roads D 3 M Ensure that roads are maintained to the optimum possible level Y HVASC Ongoing
Investigate potential locations for additional cemetery space in areas not susceptible to high 32. There is a risk of damage to cemeteries D 4 H Y HVASC Ongoing water table inundation of graves Culture HVASC Commence and maintain a register of sites of cultural significance, including GPS data, for 33. There is a risk of damage to sites of cultural significance D 4 H Y Traditional Ongoing the information of disaster response personnel from outside the community Owners
Provision of appropriate training for Rural Fire Service volunteers
34. Th ere is a risk of death or injury to firefighters D 4 H Provision of appropriate personal protective equipment for Rural Fire Service volunteers Y QFRS Ongoing
People Provision of appropriate communications
Provision of a community awareness and preparedness campaign to highlight the fire risk in QFRS 35. There is a risk of death or injury to members of the community D 4 H Y Ongoing the community and to encourage individual mitigatory action LDMG
Bushfire
Ensure that any handling of asbestos in in compliance with the Safe Work Australia How to HVASC 36. There is a risk of asbestos contamination from buildings damaged by fire A 4 E Y As Required Safely Remove Asbestos Code of Practice QFRS
QFRS Fuel load reduction burning Y Ongoing HVASC QFRS Development and maintenance of fire breaks Y Annually Infrastructure 37. There is a risk of damage to buildings and infrastructure D 2 L HVASC Provision of a community awareness and preparedness campaign to highlight the fire risk in QFRS Y the community and to encourage individual mitigatory action LDMG Annually
HVASC There is a risk of death or injury as a result of an event involving the Continual operator training and vehicle and equipment maintenance in accordance with HVASC People 38. delivery, decanting, transportation, storage or application of hazardous C 2 L Y Ongoing legislative requirements Island & Cape chemicals, which include various fuels, acids and gases.
There is a risk of damage to the environment as a result of an event Environment 39. D 2 L Provision of bund walls as required at relevant locations Y Facility Owners Ongoing Hazardous involving hazardous chemicals Chemical Event
Provision of safety training and fire suppression equipment There is a risk of damage to buildings by fire as a result of an event Infrastructure 40. D 2 L Y Facility Owners Ongoing involving hazardous chemicals Continual operator training and vehicle and equipment maintenance in accordance with legislative requirements
Investigate the formation of Ambulance First Responder Groups within the broader community There is a risk that medical and patient retrieval/rescue services will be QAS 41. A 4 E Y Ongoing severely stretched by a multi casualty event Provision of community first aid courses Qld Health
Multi Casualty Provision of specific training to other emergency services personnel; Infrastructure Events
There is a risk that there will be insufficient space for the storage of 42. A 3 E Identification of potential alternative storage locations, eg transport freezer containers Y QPS Ongoing deceased persons following a multi casualty event
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QPS There is a risk of a major event involving a tourist transport or a school Ensure that the potential event is subject of a combined emergency services exercise, to Qld Health People 43. A 3 E Y Annually bus resulting in death or serious injury identify specific response and resource capacity issues SES QFRS
There is a risk that plants may be subject to emergency plant disease 44. B 3 M Ensure that appropriate farming practices are implemented and maintained Y Banana Farm Ongoing Emergency Plant such as black sigatoka in banana plants Disease Environment
There is a risk of an infestation of noxious weeds such as parthenium
45. weed which reduces the reliability of improved pasture establishment and A 1 L Develop and maintain a Pest Management Plan Y HVASC Ongoing reduces pasture production potential
There is a risk that an infestation of noxious weeds will affect the growth 46. A 1 L and sustainability of native plants Noxious Weed Environment Develop and maintain a Pest Management Plan Y HVASC Ongoing Infestation There is a risk that an infestation of noxious weeds will promote other 47. A 1 L pest species such as feral pigs
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Residual Risks
Residual risks as the risks which remain after the Local Disaster Management Group has applied the risk mitigation strategies within their capacity, but those strategies have not sufficiently reduced or eliminated the risk.
Residual risks are listed for the information of the District Disaster Management Group, in order that they may consider mitigation strategies not available to the Local Disaster Management Group.
Important Risk Residual Risk Community Hazard Item
All The community has a limited response capacity, because of its size Hazards and location. QPS are the only full-time emergency service There is a risk that emergency represented in the community (4 personnel). The nearest QAS (especially Disaster services response to any disaster presence is in Cooktown. A casualty retrieval service is provided via those Response event will be severely compromised the primary health care clinic. State Emergency Service and Rural involving Capacity as a result of insufficient response Fire Service both have a small presence in the community, and in the multi- capacity. main share membership. While the capacity is there to handle casualty smaller events, any large scale impact would require the expeditious scenarios) deployment of external emergency services resources.
There is a risk to first responders Cyclone / and to the general population of The community does not have personnel trained in or equipped for People Fire asbestos contamination from asbestos removal. External expertise will be required. damaged buildings.
Cyclone The community has one Environmental Health Worker. In a major Flood event, professional EHO assistance will be required for a range of Fire People Various Public Health Risks public health/environmental health issues. Hazmat Event Prior arrangements are already in place with TPHU.
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